Stronger Communities & Neighbourhood Services Scrutiny...

Stronger Communities & Neighbourhood Services Scrutiny Board

Libraries Task & Finish Group

Appendix 1

Solihull Community Libraries – Future Ambition

March 2018

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Contents

Section Heading Page

1 Meetings Support and Witnesses 3

2 National - Local Library Ambition 5

3 Solihull “Your Library Your Say” – Consultation & Engagement 6

4 Solihull “Your Library Your Say” – Solihull Community Library Profiles Performance Cluster Groups

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5 Alternative Delivery Model - Warwickshire County Council - Bidford Community Library, Bidford on Avon, Warwickshire

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6 Alternative Delivery Models - Staffordshire County Council - Community Managed Libraries

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7 Solihull Library Volunteering Offer – 2016/17 31

8 Solihull Library Staffing and Finance – 2016/17 31

9 LGA Publication on Libraries - Delivering Local Solutions for Public Library Services – Published August 2017

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10 Solihull Mobile Library Service 37

11 Home Library Service 39

12 Technology Assisted Opening 40

13 Local Demographics – Solihull Observatory 43

14 Future Opportunities for Service Co-location and Integration 47

15 Future Options for the Delivery of Solihull’s Community Libraries

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1. Meetings, Support and Witnesses

1.1 The Task & Finish Group held a number of meetings during 2017:8 March 2017 Review Scope. Terms of Reference. Overview of Review, National Context, Background Information and Sources of

Evidence.

4 April 2017 Visit to Bidford Community Library, Bidford on Avon, Warwickshire. Solihull Community Library Performance Information. Solihull Community Library Profiles and "Your Library Your Say" Outcomes

(Cluster Group 1 - Highest Performing).

27 June 2017 Site Visit to Staffordshire County Council - Silverdale, Blythe Bridge and

Holmcroft Community Managed Libraries.

18 July 2017 Solihull Community Library Profiles and "Your Library Your Say" Outcomes

(Cluster Groups 2 & 3 - Middle and Lowest Performing). Solihull Summary Table Community Library Staffing & Finance 2016-17. Solihull Library Volunteers 2016-17.

22 September 2017 LGA Publication on Libraries - Delivering Local Solutions for Public Library

Services. Future Opportunities for Service Co-location and Integration. Solihull Observatory Additional Locality Information. Libraries Overhead Costs (including Flagship sites). Solihull Mobile Library Service. Technology Assisted Opening.

14 November 2017 Site visits to Solihull’s ten community libraries.

5 December 2017 Site visit and tour of The Core, service reserve stock and Shirley Library.

20 December 2017 Site visit and tour of Chelmsley Wood Library including the ESF Funded Fab Lab

Project.

26 January 2018 Consideration of potential service delivery options and making draft

recommendations.

Officer Support and Witnesses1.2 The following officers and witnesses supported the work and evidence gathering of

the Review:

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Solihull MBC Tracey Cox (Head of Libraries, Arts & Information). Kate Bunting (Operations & Community Engagement Manager, Managed Growth

and Communities Directorate). Hilary Halliday (Service Manager, Quality & Support Managed Growth and

Communities Directorate). Wendy Payne (Assistant Accountant (Communities), Resources Directorate) David Gill (Heritage, Information and Virtual Services Manager). Sarah Barnes (Head of Business Intelligence & Improvement, Resources

Directorate). Kathy Warren (Commissioning Officer, Adult Care and Support). Maxine Burrows (Collaborative Lead - Community Development, Childrens

Services and Skills Directorate). Sangeeta Leahy (Consultant in Public Health Places & Communities, Public

Health and Commissioning Directorate) [written submission only]. Liz Rabone – (Neighbourhood Library Manager: Knowle & Dickens Heath). Sue Stockton – (Senior Library Assistant – Olton Library). Janette Thatcher – (Senior Library Assistant – Olton Library). Ben Hale – (Senior Library Assistant – Hampton in Arden Library). Karen Williams – (Senior Library Assistant – Hampton in Arden Library). Catherine Baskett – (Neighbourhood Library Manager: Hobs Moat & Marston

Green Libraries). Wendy Kettle – (Community Library Area Coordinator). Bobbie Thomas (Library Manager - Shirley). Caroline Rawbone (Customer Service Advisor – Solihull Connect). Nickie Thomas (The Core Manager). Angela Day (Stock & Resources Coordinator). Beverley Bird (Library Development Officer – Home Lending Service). Sally Stanley (Neighbourhood Library Manager - Chelmsley Wood). Michelle Jones (Neighbourhood Library Manager - Chelmsley Wood). Louis Farrell (Tutor/Coordinator: YEI FabLab).

Warwickshire County Council Elisabeth Uggerlose – Clerk & Proper Officer for Bidford-on-Avon Parish Council. Directors of Bidford Community Library Ltd. Individual volunteers of Bidford Community Library Ltd.

Staffordshire County Council Cllr Mark Sutton* – Cabinet Member for Children and Young People. [* Cabinet

Portfolio not directly responsible for library service although Cllr Sutton regularly volunteered at a Staffordshire CML]

Janene Cox OBE – Commissioner for Culture, Communities & Rural. Catherine Mann – Libraries and Arts Manager. Chris Plant – Community Capacity Manager. Gemma Bee – Business and Enterprise Support (Silverdale CML). Helen Bickerton – The Care and Fun Club (Blythe Bridge CML). David Jan Bradbury – South Staffordshire and Shropshire Healthcare NHS

Foundation Trust (Holmcroft CML). Staffordshire Library Service Community Support Officers. Individual volunteers.

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2. National Strategy - Local Library Ambition

2.1 Following an independent review of Public Libraries (The Sieghart Review) 2014, the Department of Culture, Media and Sport (DCMS) called for a national strategy which could articulate the purpose of public libraries in England, and demonstrate their social value. This was particularly pertinent to Solihull in terms of shaping and developing the Stronger Communities agenda and helping align the Solihull libraries ambition with the national strategy.

2.2 Hence, the Libraries Taskforce was set up and has developed the ‘Libraries Deliver: Ambition for Public Libraries in England 2016-2021’, which was launched nationally on the 1 December 2016. Its purpose was to provide a focus for collaborative action and a clear articulation of the Government’s vision for Public Libraries in the UK. It was not intended to dictate what library services in each local authority must deliver and how. It was however aimed at decision makers in local and central Government as a tool to help and assist essential change within the sector.

2.3 The Local Ambition programme for Solihull is aligned to the “Libraries Deliver: Ambition for Public Libraries in England 2016-2021” document and is part of a continuing development program to ensure that Solihull Libraries remain fit for purpose.

2.4 In January 2016, a previous Member Task & Finish Group agreed an action plan for the future of library services in Solihull. The action plan included a consultation and engagement exercise aimed at service users and non-service users.

2.5 In November 2015, work began on the Solihull Ambition Programme involving the Corporate Communications Team and the Solihull Observatory. vA framework for the “Your Library Your Say” consultation and engagement process was produced. It was envisaged that this would provide evidence to support the recommendations of the previous Task & Finish Group and shape the library service offer over the next 5 years.

2.6 The nature of what a library is, what it does and how people interact with it is changing. The information gathered from this process will: enable the service to redeploy resources in an efficient and effective manner; to better meet customer needs; identify adjustments to current service offers and develop new customer offers that create maximum benefit to customers.

Task & Finish Group Observations

Members reflected back on the journey of Solihull’s libraries since 2007. Solihull libraries currently provide a statutory service to everyone in the Solihull Borough through a number of different access routes. These include through a network of 3 current flagship sites, 10 community libraries, a community access point and the home and mobile library services. The total number of library service hours delivered each week (for the entire service) amounted to circa 670 which included volunteer led hours, the 24/7 library, site based hours and those delivered by the home and mobile library services.There had been no building closures to date; the service had introduced a plethora of new offers and opportunities for volunteers; improved links with Public Health, e.g. the creation of health hubs in libraries; introduced digital offers such as Fablab and code clubs; opened a new library site in Chelmsley Wood and Shirley; refurbished andrelaunched the central flagship ‘The Core’; and reunited them with the Arts Service in 2014.At the same time, the service had managed a budget reduced by just over £1M, which meant some reduction in services offered were inevitable (e.g. the school’s library service and a small reduction in opening hours). The service also introduced a shared mobile service partnership with Warwickshire County Council; and introduced RFID “self-service” technology to reduce amount of time

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that library staff spent on routine admin tasks.Strategy and vision since 2007 had been to co-locate or relocate and to move to a community hub/resource approach, e.g. The Core and the Bluebell Centre.A Peer Review carried out in 2013 concluded that Solihull libraries “provided a good service with clear vision and purpose”.As austerity began to tighten its grip, different governance models were beginning to be adopted across the West Midlands and across the UK, such as community volunteer run sites as referred to later in this report.“Role and Purpose” of a library - this definition had changed over time and libraries offer is now specifically focused on corporate priorities. Digital offer had taken over from the printed word and library borrowing of books had decreased significantly.The Department for Culture, Media and Sport was clear that local authorities were not in breach of their statutory responsibility if they closed a library or withdrew a service as long as the local community was not disadvantaged and there was an alternative offer of service - “quality” is better than “quantity”.Not all sectors of the population would be online for several years to come and Solihull had an ever aging population. The social and economic value of libraries needed to be clear and evident.Solihull’s corporate priorities include having a library service very much aligned to health and wellbeing and early help/intervention; and a community hub/resource approach providing staff expertise, buildings and a wide range of information/reading resources.Communities were constantly evolving in the same way as technology and customer expectations constantly changed too towards service offer.For the service not to change at all would not provide value for money or meet changing customer expectations. Income targets would not be met and the cost of services would increase.

3. Solihull “Your Library Your Say” - Consultation & Engagement

3.1 The “Your Library Your Say” survey ran for an initial period of 6 weeks from the 25 July until the 5 September 2016, but was then extended for a further 2 weeks giving the opportunity for educational establishments to participate fully. The final end date for the survey was Monday 19 September 2016.

3.2 The survey was made available in a range of formats and split into two broad themes around current and future use of the library service. Library staff encouraged people to take part in the survey and provided assistance to help people complete the survey online.Headline Facts and Findings – Who Responded?

3.3 By the close of the survey, 1148 responses had been received of which 852 had been completed online and 296 by hand: A total of 209 who responded to the survey reported a disability or long term

health condition (18.2%). 44.1% reported their status as solely retired from work. 37.3% were from the 65+ age group. Almost half of the responses came from

the 56-75 age group (48.4%). 66.2% were female, 32.7% were male and 1.1% preferred not to say. 93.9% currently used the library service. The “White British” ethnic group provided 88.5% of the responses; the data from

the 2011 census indicated that 89.1% of the borough’s population classed themselves as “White British”.

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70 non-library users completed the survey. This constituted 6.1% of the total number of participants.

Engagement Events3.4 164 people attended engagement events in geographical locations where there was

a physical library. The following organisations/groups were all represented at the engagement events: Berkswell Parish Council. Balsall Common Family History Group. Solihull Mind. Dickens Heath Parish Council. Solihull Credit Union. Kingshurst Parish Council. The Knowle Society. No7 Boutique. St Leonards Church. The Evergreens. Solihull MBC Councillors. Shirley Family History Group.

3.5 There was also representation from some of the self-organised groups that ran at many of Solihull’s library locations. Some library locations failed to attract many participants to the events. These mainly mirrored sites that had been under represented in the survey or where the customer base in that locality was small in comparison to other libraries.

3.6 The comments made at the locality based events echoed some of the comments in the questionnaire, with key themes being the importance of a local library for the community and the value of the offers delivered at that location for that particular community. There were many comments on the value of libraries as a community space and the impact that the library had on the elderly and vulnerable in our neighbourhoods and the activities and support it provided to combat isolation, poor health, unemployment and digital exclusion.

3.7 Library staff, their expertise, customer service and ability to connect with the community were praised at many locations and along with their understanding and support for many localised issues and priorities.

3.8 All library events highlighted the need to keep up to date with both the digital infrastructure that libraries provide, but also in promoting and supporting people to use these technologies and reduce digital isolation. The digital needs of customers varied from location to location but the message of continuing to extend the offers available came through loud and clear including from members of the older community and the traditional library user.

3.9 Feedback from the events and via the customer exit questionnaires showed that attendees welcomed the sharing of information at these events. Many attendees were shocked at participation levels, both in relation to the survey, the take up of service by residents and in the range of services that were available to them i.e. digital resources and the homes library service offer.

3.10 Whilst there were some commonalities across all sites, there were also some specific priorities, resourcing issues and suggestions for improvement or enhancement of the service at various locations.

3.11 As part of the engagement process, the library staff team attended meetings and open public events to gauge the views and needs of those customers with specific access needs. Engagement took place with individuals and organisations representing the needs of: Unemployed and job seeking people – attended North Solihull Jobs Fair on 12

December 2016.

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Individuals with sensory disabilities – attended the RNIB Coffee Morning – October 2016.

Travelling families – Data via Travelling Families Officer – SMBC – October 2016.

Homeless people/Supporting People Contractors - 18 November 2016. Young people and students – visit to Solihull College on - 18 October 2016. Those with physical disabilities - attended International Disability Day on 6

December 2016. Veterans and families of those in the Armed Forces – Data via AFCC Officer –

November 2016.

Current Use and Future Needs3.12 The most frequently used libraries in terms of consultation responses were:

The Core Library - 31.6%. Balsall Common Library - 10.8%. Olton Library - 9.1%. Knowle Library - 8.2%.

3.13 Attendance in any library was predominantly either every 2/3 weeks (33.8%) or once a week (27.9%). The number of people attending the library every day it was open was relatively low (7.1%). Attendance patterns at specific library sites did vary by location or by the reason for visiting the library. Length of stay in the library varied from location to location depending on the activities hosted at a particular site. Most respondents accessed library services for: 30 mins to 1 hour (36.1%). Up to 30 mins (32.2%). 1-2 hours (19.7%).

3.14 However, length of stay in libraries also varied by customer type. Respondents who were unemployed, permanently sick or disabled or in full time education, attended the library for longer periods than other user groups. This group of respondents also had the largest estimated annual hours of any of the library customer respondent types. The average stays in the library for these respondents was more than 2 hours at a time.

3.15 How often a respondent visited the library also varied depending on the reason for the visit:Respondents who visited more than once a week were: Using computers or the internet. Reading newspapers. Enjoying a quiet place to read. Meeting other people.

Respondents who visited weekly/monthly were: Borrowing books. Using the Children’s Library. Getting information. Meeting other people.

Respondents who visited less than monthly were: Searching for work/attending a work club. Accessing adult learning. Other reason. Accessing health information.

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3.16 There were a number of positive responses for people using their visit(s) to the library for multiple reasons. 46 people had been referred to the library service from another organisation in the last 12 months. The referral agent was not always disclosed on the survey by the respondents.

3.17 Solihull provides a Home Library Service and 12 people indicated that they used this service. Only 1 response was received from a mobile library respondent.

3.18 There were a significant number of responses to questions relating to the use of the libraries physical and virtual digital resources and it is interesting that 12.4% of respondents cose not to respond to questions on digital resources: Digital formats or services: of the 1,006 respondents, 414 stated that their most

popular format was the online library catalogue (41.2%). However, 355 respondents (35.3%) did not use any of Solihull’s offered formats at all. 251, (25%) did use the eMagazine service but very few respondents used the business information resources (32 people, 3.2%).

When asked about reliance on library digital resources, around a 3rd of the 1006 respondents either relied on the library fully or partly for their access to printing, the internet, computers and Wi-Fi. More people relied on the library for access to the internet (33.2%) than any of the other options.

99 respondents also stated that they were unaware of our range of digital resources.

3.19 The popularity of library opening times is difficult to map as a complete service as the times of the sites varies from location to location. However, the peak times of use would be any day between 10am - 12noon and between 2pm – 4pm.

3.20 When respondents were asked about their future use of library locations it was interesting to see that: Preferences were emerging for usage between 9am and 10am where this option

might not yet currently exist. Potential for increased demand for some evening access between 4pm-6pm and

6pm-7pm to cater for those working or attending after school. No increase demand for lunchtime use as the number of respondents halved for

the 12noon-2pm slot.

3.21 Where an increase in potential demand was noted, there was no clear evidence to support the opening of a staffed library building as many requests for additional hours could be met by improvements to digital access.

3.22 60% of respondents visited the library alone. 38.1% of respondents visited the library with a child or young person between the ages of 0-18 years. Most respondents visited their library because it was close to their home (63.4%). The least popular response for visiting a library site was if it was accessible by public transport (3.3%). Most respondents visiting a fixed library location travel less than a mile to the site (48.6%), although the means by which they travelled to the site did vary from location to location. Travel to libraries was most often by the means of walking (45.8%). However, almost as many people (39.1%) travelled by car to their preferred library.

3.23 Most respondent combined their visit to the library with shopping (52.9%). However the next popular response was to combine the visit to the library with no other activity (24.8%) making them a destination in their own right. A low number of responses were received for combining the visit with journeys to work, attending other services, taking children to school or attending part time education, all of which were below 9% each.

3.24 Respondents were asked to rank their own preferences for accessing library services in the future and what they considered important for a modern library service. The top 5 responses received in each category were as follows:Extremely important: Books on the shelves.

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The location. Support and intervention from staff. Access to information. On a convenient bus route.

Quite important: Access to information. Education events and course. Social events and activities. Self-serve facilities. A space to meet informally.

3.25 Respondents stated that support and intervention from staff was required to help with accessing computers, accessing online information and forms, accessing local information and leading and delivering on a range of library core offers and activities.

3.26 Respondents were asked what would encourage them to make more use of library services in the future and were able to select more than one option. Most respondents stated that improved marketing and publicity (73.9%) and access to library services outside of library opening hours (69.6%) to be either extremely or quite important. Most respondents stated that they would like to find out more about library services via email (55.4%) and posters/leaflets in branch (42.5%).

3.27 The next question asked respondents to show their willingness to support their local library service in a number of ways. There were 970 responses to this question. The response rate indicated that respondents would consider supporting the service either now or in the future: 57.15% stated yes or maybe to being an advocate for the service. 55.1% stated yes or maybe to joining other local people to shape library offers. 54.13% stated yes or maybe to becoming a library volunteer.

3.28 Respondents who were current library users had varying patterns of access needs to library sites across Solihull. The preferences expressed by respondents gave an indication of need and demand for offers in that area. Respondents at some sites expressed a need for library opening hours to reflect the demographic profile and the needs of local residents in a particular area with out-of-hours access or varied weekend openings.Non-Library Users

3.29 Non-library respondents who stated that they do not currently use the library service were asked 18 questions, 17 of which were also open to current library users and related to future library use. This particular section of the survey was answered by 70 respondents. Most of the non-user respondents were in the 56-65 (28.1%) and the 46-55 (22.8%) year age bracket. Most of the non-user respondents were employed in a full time job (33.3%) or wholly retired from work (31.6%). As with the current library user respondents, the “White British” ethnic group provided 87.7% of the responses.

3.30 When respondents were asked why they had not used the service the top 3 responses were: “Get all the information I need elsewhere” 25 responses. “Buy books and read them at home” 25 responses. “Don’t use the service for other reasons” 15 responses.

3.31 Some respondents also gave indications of their changing needs for the library service. Respondents were then asked “What is the most important element of the public library service?” and the top 5 responses were:Extremely important: Access to information.

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Support and intervention from staff. The books on the shelves. WiFi. The location.

3.32 These priorities mostly mirrored the responses from the respondents who were current users of the service. The only difference came in the importance that non-users placed on the provision of WiFi:

3.33 The “quite important” priorities varied from those expressed by respondents who were current library users. Whilst both users and non-users had a need for educational events, local activities and a space to meet informally only non-users indicated a potential demand and need for digital resources, information as well as advice provided by other services in one location.Quite important Information and advice provided by other services. Online web based resources. Educational events and local activities. Digital formats e.g. magazines and resources. A space to meet informally

Non-Library Users – Future Opportunities3.34 When non-users were asked what would encourage them to make more use of the

library there was a positive response. Respondents stated that all options on the survey were either extremely or quite important to them. These included; ability to access the library outside of normal library opening hours (34 responses), social events and activities (35 responses), library services sharing buildings with other services so a range of information is available in one space (37 responses) or improved marketing and communication about the range of library offers (43 responses).

3.35 When asked about their preferred times of accessing the library service, 52 out of the 70 respondents answered. Non-users indicated a preference for: 10am-12 noon on any day. Demand for some evening access between 4pm-6pm and 6pm-7pm, to cater for

those working or attending after school. Saturday lunch times and afternoons.

3.36 When non-users were asked about how they would like to learn more about library services and activities most respondents stated that they would like to find out by email (55.2%). Finding out about our services through ‘Your Solihull’ (32.8%) was also popular along with the council website (29.3%). Respondents could select more than one option. From the responses given using all forms of medium will attract the widest amount of non-users but comments were expressed about better joining up our social media approach and connecting to other sites so that activities can be shared more widely.

3.37 The next question asked respondents to show their willingness to support their local library service in a number of ways. There were 58 responses to this question. There was a positive response rate from respondents indicating that they would consider supporting the service either now or in the future: 49.1% stated yes or maybe to being an advocate for the service. 55.6% stated yes or maybe to joining other local people to shape library offers. 60.8% stated yes or maybe to becoming a library volunteer.

3.38 The ways in which library customers could help support their local library was explored further at the engagement events and the range and levels of support varied from location to location.

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Whilst the data collected from the community engagement process had varied from site to site, early common themes were emerging.A community resource/hub approach bringing a range of services together would benefit rural sites where a local library was the only access point for the Council.Volunteers were valued and there were offers of support from local residents. There were 970 responses to that question resulting in positive responses indicating that residents would consider supporting their local library service, either now or in the future.A lack of understanding about the full range of library service offers exists, potentially attributable to a current lack of marketing and promotion of library services.Strong evidence that residents used libraries for a variety of uses, not just book lending. There was a demand for digital library services including Wifi, e-magazines & e-newspapers.There was a demand for library spaces to be used to host a range of library led adult and child focused services and activities.An appetite existed for self-organised activities and use of library space.Current opening hours do not meet the demands of future library use. Some library locations were not fit for purpose in meeting the future service demands in that locality.

4. Solihull “Your Library Your Say” - Solihull Community Library Profiles Performance Cluster Groups

4.1 A full and detailed appraisal was considered for each of Solihull’s 10 community library sites. This included key information that allowed the Task & Finish Group to examine the outcomes from “Your Library Your Say” in relation to those sites and to examine the library profiles for each.

4.2 Each profile gave an overview of the demography; priorities and service offers delivered for each site and were grouped into 3 clusters, based on the highest, middle and lowest performance.

4.3 The Task & Finish Group visited each community library site during the Review. To enable them to draw comparisons, they also visited The Core, Chelmsley Wood and Solihull’s newest library site; Shirley.

4.4 The Group also acknowledged the community access point operating at Elmwood Place in Smith’s Wood Village Centre (a self-service Neighbourhood Library containing a limited collection of books to suit all ages). Volunteer assistance was available at selected times.

4.5 The appraisal also included summary performance for all the community library sites for 2015-16 which linked to the individual performance and consultation data. (Overhead and staffing costs for all Solihull library sites are referred to later in this report).

4.6 The complete library and community profiles, summarised below, are available upon request, as are the individual “Your Library Your Say” consultation responses for each of the locations that are summarised below:

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Highest Performing Cluster

4.7 Knowle Community Library4.8 This library is ranked 1st out of 10 community library sites in terms of issues per

annum.4.9 Visitor figures for this branch were ranked 1st out of the 10 community library

locations in Solihull at 55,447 in 2015/16.4.10 Knowle is a largely residential area with a high concentration of shops and

businesses at its centre including restaurants and bars. The library is situated in Chester House, a building dating back to Tudor times, on the main village High Street and has a Knot Garden at the rear of the site accessible by the public. Parking is available in the council car park behind the library and is accessed via a service road, as well as there being additional parking throughout the village. The library is convenient for buses along the main road. There are several retired living developments and residential care homes, in the vicinity; a senior and primary school. Several more primary schools are located outside the immediate village centre.

4.11 Opening hours (34 hours per week – 2 hours of which are staffed by volunteers):

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

10am to 5pm

10am to 5pm

Closed 10am to 6pm

10am to 5pm

10am to 3pm

Closed

4.12 Current library facilities and activities: 9 PCs. Wifi available. Study space – 7 desks. No meeting rooms (exhibition area for hire). Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Audio Books, Language Resources, DVDs for Children, Local Studies and Family History Resources.

Knowle Society Local History Collection available on Saturday mornings.

4.13 Premises: The building is owned by Solihull MBC (Grade II* Listed). Public Car Park at the rear of the Library (2hrs free parking). Access and facilities - Automatic door access, accessible toilet, and hearing loop.

Stairs only to upper floor. Library floor space – 248 square metres (Public Area only).

4.14 Current partnerships: Saturday opening (1pm to 3pm) for return, renewal, loan of library items and use

of library computers with access provided in partnership with Knowle Society volunteers.

4.15 Usage and statistics (2015/16): Library members – 2,760 Active borrowers – 2,054 Visitors per week – 1,066 This site has 11 home library customers.

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Issues per hour – 32 PC sessions per week – 55 Self-managed group sessions (hours per week) – 0.8 Sessions held by 3rd party organisations/groups (hours per week) – 4.0 Library led events (hours per week) – 1.75 Volunteer (hours per week) - 5

4.16 Hobs Moat Community Library4.17 This library is ranked 2nd out of 10 community library sites in terms of issues per

annum.4.18 Visitor figures for this branch were ranked 4th out of the 10 community library

locations in Solihull at 35,246 in 2015/16.4.19 Hobs Moat is part of the Lyndon ward and centres around an established row of

shops and restaurants situated on Hobs Moat Road. Shops include a post office, pharmacy and supermarket. Alongside these shops is Blue Ice - Solihull’s Ice Rink. The library is situated adjacent to the row of shops and next to Meadowside Family Health Centre. Parking is available on Winchcombe Road which runs to the side of the library or on the service road to the front of the shops. The library is located close to the A45 and the Birmingham boundary and is serviced by a regular bus service along Hobs Moat. There are primary and infant schools in the area.

4.20 Opening hours (32 hours per week):


10am to 5pm

10am to 5pm

Closed 10am to 6pm

10am to 5pm

10am to 1pm

Closed

4.21 Current library facilities and activities: 10 PC’s. Wifi available. Study space – 4 desks. No meeting rooms. Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Audio Books, DVDs for Children, Local Studies and Family History Resources.

4.22 Premises: The building is owned by Solihull MBC. Car parking (free) on the car park of the adjacent Public House. Access and facilities - automatic door access, accessible toilet, hearing loop and

platform lift to upper level. Library floor space – 277 square metres (Public Area only).

4.23 Current partnerships: None listed, but space is used by some agencies for specific health campaigns.

4.24 Usage and statistics (2015/16): Library members – 2,361 Active borrowers – 1,664 Visitors per week – 678 This site has 8 home library customers. Issues per hour – 17

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PC sessions per week – 132 Self-managed group sessions - variable Sessions held by 3rd party organisations/groups - variable Library led events - variable Volunteer (hours per week) - 9

4.25 Balsall Common Community Library4.26 This library is ranked 3rd out of 10 community library sites in terms of issues per

annum.4.27 Visitor figures for this branch were ranked 3rd out of the 10 community library

locations in Solihull at 37,047 in 2015/16.4.28 Balsall Common is a bustling village near Berkswell and Kenilworth; located of the

Kenilworth Road (A452). It is a popular route for commuters and tourists with easy access to the N.E.C, Birmingham Business Park, Solihull town centre and Meriden village. There are good transport links to Birmingham International, Birmingham New Street and Coventry via the railway station situated around 100 yards from the village core. There is also a regular bus service in the village centre. The library faces the Kenilworth Road and can be accessed via the village car park alongside the newly opened supermarket store. Parking is available free all day for visitors and local residents. The village benefits from a Jubilee Centre, a village hall, local churches, a primary and a secondary school, several nursery schools, Lavender Hall Park and local walking routes of interest.



10am to 6pm

10am to 5pm

Closed 10am to 6pm

2pm to 5pm

10am to 4pm

Closed


Prescription, Audio Books, DVDs, Local Studies and Family History Resources.

4.31 Premises: The building is owned by Solihull MBC. Car parking (free) available at the rear of the Library. Access and facilities - automatic door access, accessible toilet, hearing loop,,

single storey level access. Library floor space – 248 square metres (Public Area only).

4.32 Current partnerships: Solihull Connect Local available during normal library opening hours.

4.33 Usage and statistics (2015/16): Library members – 1,756 Active borrowers – 1,246 Visitors per week – 712 This site has 7 home library customers.

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Issues per hour – 17 PC sessions per week – 40 Self-managed group sessions (hours per week) – 4.2 Sessions held by 3rd party organisations/groups (hours per week) – 0.5 Library led events (hours per week) – 2.7 Volunteer (hours per week) - 9

Middle Performing Cluster

4.34 Olton Community Library4.35 This library is ranked 4th out of 10 community library sites in terms of issues per

annum.4.36 Visitor figures for this branch were ranked 2nd out of the 10 community library

locations in Solihull at 42,046 in 2015/16.4.37 Olton is quite spread out, with no clear centre to it. There are shops towards Solihull

in Dovehouse Parade; towards Birmingham in Olton Hollow and also along Reservoir Road. The library is situated in a row of shops, with a pharmacy and a stationery store being amongst those in close proximity. The library is located on a very busy junction along the main A41 between Birmingham and Solihull. Parking is available, either in the station car park or in the small SMBC car park, both of which are accessed from a service road behind the library. It is adjacent to the railway station, and convenient for buses along the main road. There are a number of residential care homes in the vicinity, and two primary schools.



10am to 1pm and

2pm to 6pm

10am to 1pm and 2pm to

5pm

11am to 2pm


5pm

10am to 1pm and

2pm to 5pm

10am to 1pm

Closed

4.39 Current library facilities and activities: 8 PC’s. Wifi available. Study space – 4 desks. Meeting rooms are available for hire. Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Audio Books, Local Studies and Family History Resources.

4.40 Premises: The building is owned by Solihull MBC. Free parking available at the rear of the Library. Access and facilities for the disabled - hearing loop, star lift to first floor. Library floor space – 181 square metres (Public Area only).

4.41 Current partnerships: Wednesday opening for return, renewal, loan of library items and use of library

computers with access provided in partnership with Solihull Council’s Adult Social Care Team.

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4.42 Usage and statistics (2015/16): Library members – 1,807 Active borrowers – 1,272 Visitors per week – 809 This site has 7 home library customers. Issues per hour – 15 PC sessions per week – 92 Self-managed group sessions (hours per week) – 8.4 Sessions held by 3rd party organisations/groups (hours per week) – 11.1 Library led events (hours per week) – 0.5 Volunteer (hours per week) - 6

4.43 Dickens Heath Community Library4.44 This library is ranked 5th out of 10 community library sites in terms of issues per


locations in Solihull at 28,023 in 2015/16.4.46 Dickens Heath is a modern suburban village. It is a mainly residential area with a

small concentration of shops and restaurants in Market Square opposite the library entrance. The library is situated in a section of a modern building which is shared with apartments. There is a courtyard area at the rear of the library but there is no library access to this. The library is positioned near to the shops and restaurants in the village. Limited parking is available in the car park behind the shopping area close to the library building. The village is served by a regular bus service with Solihull town centre. There is a large retirement housing development on the outskirts of the village, and one primary school in the immediate area.



2pm to 6pm

2pm to 5pm

Closed 10am to 1pm and 2pm to

5pm


5pm

Closed

4.48 Current library facilities and activities: 6 PC’s. Wifi available. Study space – 5 desks. Meeting room available for hire. Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Audio Books, Language Resources, DVDs and Local Studies.

4.49 Premises: The building is leased by Solihull MBC. Public Car Park (free) near to the Library. Access and facilities - automatic door access, accessible toilet, hearing loop, lift

to the 1st floor. Library floor space – 361 square metres.

4.50 Current partnerships:

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None listed.

4.51 Usage and statistics (2015/16): Library members – 1,187 Active borrowers – 802 Visitors per week – 538 This site has no home library customers. Issues per hour – 18 PC sessions per week – 19 Self-managed group sessions (hours per week) – 1.3 Sessions held by 3rd party organisations/groups (hours per week) – 0.3 Library led events (hours per week) – 2.1 Volunteer (hours per week) - 4

4.52 Castle Bromwich Community Library4.53 This library is ranked 6th out of 10 community library sites in terms of issues per


locations in Solihull at 27,487 in 2015/16.4.55 Castle Bromwich is a part of the North Solihull Regeneration area along with

Kingshurst, Smith’s Wood and Chelmsley Wood. Recent developments on the Chester Road/Hurst Lane junction have seen the area’s road and pathways improved and additional parking and cycle facilities delivered. Henshaw Court Retirement Living Apartments also recently opened opposite the main supermarket. The library is a short walk from the busy Chester Road junction. It is found in a small cluster of public service provision on Hurst Lane North. Alongside the library there is Hurst Lane Dental Clinic and Castle Bromwich Infant and Nursery School. Castle Bromwich is well served by public transport and is within close proximity to Smith’s Wood and Kingshurst as well as Chelmsley Wood and Shard End.



10am to 5pm


5pm

Closed 10am to 5pm

10am to 1pm and

2pm to 5pm

10am to 1pm

Closed


Prescription, Reading Well for Children, Audio Books, DVDs for Children, Local Studies, Family History Resources and Local History Resources (Photos and Articles).

4.58 Premises: The building is owned by Solihull MBC. Parking (free) available at the front of the Library.

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Access and facilities - automatic door access, hearing loop, single storey level access.

Library floor space – 256 square metres (Public Area only).

4.59 Current partnerships: None listed.

4.60 Usage and statistics (2015/16): Library members – 1,610 Active borrowers – 1,118 Visitors per week – 529 This site has 7 home library customers. Issues per hour – 12 PC sessions per week – 82 Self-managed group sessions (hours per week) – 1.75 Sessions held by 3rd party organisations/groups (hours per week) – 1.00 Library led events (hours per week) – 3.25 Volunteer (hours per week) - 8

Lowest Performing Cluster

4.61 Marston Green Community Library4.62 This library is ranked 7th out of 10 community library sites in terms of issues per


locations in Solihull at 8,212 in 2015/16.4.64 Marston Green is a growing area with a well-established and thriving community.

The heart of the village is the centre which is serviced by a range of shops which includes a post office, pharmacy and garage. It has an excellent commuter network which includes railway links to the Birmingham NEC and Airport as well as Coventry, Birmingham and London. There are also strong transport links to Chelmsley Wood, Solihull and Birmingham with the terminus located in the centre of the village. The library is situated within a short walk of schools, shops and the railway station and free parking is available on a small car park to the front of the library.



10am to 1pm and

2pm to 6pm

Closed 10am to 1pm


6pm

Closed 10am to 1pm

Closed


Prescription, Audio Books, Local Studies, Family History Resources including newspaper cutting and research paperwork for Margaret Francis Marston Green

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Books.

4.67 Premises: The building is owned by Solihull MBC. Car parking (free) is available next to the Library. Access and facilities - Automatic door access, hearing loop, single storey level

access. Library floor space – 123 square metres (Public Area only).

4.68 Current partnerships: Wednesday opening for return, renewal, loan of library items and use of library

computers with access provided in partnership with Solihull Council’s Adult Social Care Team.

4.69 Usage and statistics (2015/16): Library members – 639 Active borrowers – 484 Visitors per week – 158 This site has 3 home library customers. Issues per hour – 8 PC sessions per week – 15 Self-managed group sessions (hours per week) – 2.7 Sessions held by 3rd party organisations/groups (hours per week) – 0.5 Library led events (hours per week) – 0 Volunteer (hours per week) - 3

4.70 Kingshurst Community Library4.71 This library is ranked 8th out of 10 community library sites in terms of issues per


locations in Solihull at 18,885 in 2015/16.4.73 Kingshurst Library is part of a wider precinct area within central Kingshurst.

Kingshurst Parade has free short term parking in front of the library. In the precinct there is a supermarket, post office, bakery, pharmacy and newsagents. There are also a number of independent shops including a hairdressers, butchers, optician and takeaway. Kingshurst is part of the North Solihull regeneration area. The former site of the Mountford pub is currently clear for regeneration purposes, though unlike nearby Smith’s Wood and Chelmsley Wood no major regeneration works have been completed in recent years. Kingshurst contains a number of schools including primary and senior. The library is part of a complex that includes youth services, the parish council and Kingshurst Caterpillars Nursery.



10am to 1pm and

2pm to 5pm


5pm


6pm

10am to 1pm and

2pm to 5pm

10am to 1pm

Closed

4.75 Current library facilities and activities:

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6 PC’s. Wifi available. Study space – 5 desks. No meeting rooms. Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Reading Well for Children, Audio Books, Local Studies, Family History Resources and Local History file including press cuttings and photographs.

4.76 Premises: The building is owned by Solihull MBC. Car parking (free) is available at the front of the Library. Access and facilities - hearing loop,, single storey level access. Library floor space – 198 square metres (Public Area only).

4.77 Current partnerships: Solihull Connect Local available during normal library opening hours.

4.78 Usage and statistics (2015/16): Library members – 940 Active borrowers – 596 Visitors per week – 363 This site has 10 home library customers. Issues per hour – 6 PC sessions per week – 54 Self-managed group sessions (hours per week) – 0.8 Sessions held by 3rd party organisations/groups (hours per week) – 6.5 Library led events (hours per week) – 3.25 Volunteer (hours per week) - 0

4.79 Meriden Community Library4.80 This library is ranked 9th out of 10 community library sites in terms of issues per


locations in Solihull at 8,064 in 2015/16.4.82 Meriden is a small village on the outskirts of Coventry. It is widely believed to be the

‘Centre of England’ and consequently, has a regular flow of tourists from all parts of the world. Local attractions are the Meriden Cyclist memorial and the Meriden Pool. The library is situated in a row of shops facing onto The Green. Parking is allowed outside the library and shops but is limited to an hour. For longer periods there is parking on Main Road and in the Sports Pavilion car park. Buses link the village with Solihull and Coventry, and the nearest train station is in Berkswell, two and a half miles away. There is a Primary School and Sports Park.



10am to 6pm

Closed Closed 10am to 6pm

Closed 10am to 1pm

Closed

4.84 Current library facilities and activities: 8 PC’s.

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Wifi available. Study space – 1 desks. No meeting rooms. Stock offer includes Large Print for Adults, Health & Wellbeing Zone, Books on

Prescription, Audio Books, DVDs for Children, Local Studies and Family History Resources.

4.85 Premises: The building is owned by Solihull MBC (Grade II Listed). Car parking (free) is available at the front of the Library. Access and facilities - hearing loop. Library floor space – 77 square metres (Public Area only).

4.86 Current partnerships: None listed. Parish Council investment of £10,000 which funded a new IT suite.

4.87 Usage and statistics (2015/16): Library members – 430 Active borrowers – 309 Visitors per week – 155 This site has 2 home library customers. Issues per hour – 6 PC sessions per week – 21 Self-managed group sessions (hours per week) – 0 Sessions held by 3rd party organisations/groups (hours per week) – 0.7 Library led events (hours per week) – 1.6 Volunteer (hours per week) – 0.3

4.88 Hampton in Arden Community Library4.89 This library is ranked the lowest out of 10 community library sites in terms of issues

per annum.4.90 Visitor figures for this branch were ranked as the lowest out of the 10 community

library locations in Solihull at 5,885 in 2015/16.4.91 Hampton-in-Arden is a small village and is situated in rural surroundings three miles

east of the Solihull Town Centre. It has a growing number of commuters attracted by village life and the proximity to the town of Solihull and the cities of Birmingham and Coventry. The library is located on Fentham Road, behind the main high street and is situated opposite the local pharmacy. Parking is mainly on the road around the library, although visitors to the library can use the parking spaces opposite for ten minutes. The railway station is close by and buses link the village with Solihull and Coventry. There is a primary school in the village, a small selection of local shops and a sport club.



Closed 10am to 12 noon and 1pm to 6pm

Closed Closed 1pm to 5pm

Closed Closed

4.93 Current library facilities and activities:

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2 PC’s. Wifi available. Study space – 0 desks. No meeting rooms. Stock offer includes Large Print for Adults, Books on Prescription, Audio Books

and Local Studies.

4.94 Premises: The building is owned by Solihull MBC (Grade II Listed). Limited on-road parking only. Access and facilities - hearing loop. Library floor space – 52 square metres (Public Area only).

4.95 Current partnerships: None listed.

4.96 Usage and statistics (2015/16): Library members – 356 Active borrowers – 264 Visitors per week – 113 This site has no home library customers. Issues per hour – 10 PC sessions per week – 4 Self-managed group sessions (hours per week) – 2 Sessions held by 3rd party organisations/groups (hours per week) – 0 Library led events (hours per week) – 1.3 Volunteer (hours per week) - 2


Based on their site visits and discussions with key staff at each community library, the Group noted that:Residents continued to visit libraries for a variety of uses, not just traditional book lending. A large proportion of Solihull’s community libraries were able to demonstrate that they were being used as established “community hubs”.Welcoming access promoted greater foot-fall into a community library. Balsall Common Library, given its position, modern design and pleasant internal environment was a good example of this.For some community libraries, car parking constraints and/or a general lack of sufficient provision hindered current visitors and limited future opportunities. These issues do nothing to encourage visitors to return.Visitors had indicated a desire at some sites for opening hours to be extended. Other visitors suggested that toilet facilities and refreshments would encourage them to stay at a library for longer periods of time.Ongoing maintenance of old (and historic) library buildings was seen as an ongoing challenge and expense.Visitors suggested more children and young people-orientated activities at several community library sites, although current opening hour patterns and limited resources were seen as a barrier to this.Some sites are limited by small internal floor areas and space for shelving.

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Keeping stock levels current and interesting is challenging.Internal fixtures and fittings at some locations, limited the opportunities to meet demand for community activities, i.e. fixed shelving was seen as a hindrance.Although Solihull currently considered itself to have 3 flagship libraries, two of which (namely Shirley and Chelmsley Wood) were operating more akin to community libraries. Solihull Central Library and its re-branding to “The Core” meant that this site was being seen more as the Borough’s flagship library in its own right. Having one flagship site in the future may now be worth considering. Awareness and publicity of library events and activities should be strengthened.

5. Alternative Delivery Model - Warwickshire County Council - Bidford Community Library, Bidford on Avon, Warwickshire

5.1 As part of its evidence gathering toward alternative service delivery models, the Task & Finish Group visited Bidford Community Library in Warwickshire.

5.2 Warwickshire County Council’s library service was part-way through a major transformation programme when in early 2011, budget reductions were announced. A needs analysis was carried out which looked at: a performance analysis for all libraries; population data; equality impact assessments for each community whose library was under threat (i.e. libraries with significantly lower use) together with local knowledge and research.

5.3 Result of the analysis was that 16 libraries were designated as ‘no longer sustainable in their present form’. Local communities were then encouraged to work with the County Council to find alternative and sustainable options of keeping those sites open.

5.4 Fourteen community-managed libraries were established between January and June 2012. Warwickshire County Council’s savings targets were achieved and community library closures were avoided. The following offers continue to be available at all Warwickshire Community Managed Libraries for users: To borrow, request and renew books with a Warwickshire Library and Information

Service card. To return books borrowed from any Warwickshire Library and Information Service

library. To join Warwickshire Library and Information Service. To notify staff of changes to your membership details. Use the ‘Ask A Librarian’ enquiry service. Use most of our subscription websites. Each library hosts a range of events and activities.

5.5 Since April 2012, Bidford Community Library Ltd. has been providing a full “County Library” service to the communities of Bidford-on-Avon and its neighbouring villages.

5.6 Their library was branded: “Bidford Community Library is more than just a library; it is a Community Service Centre where all people are welcome”. Currently, the day to day running of the library is carried out entirely by volunteers (open 5 days a week – Monday, Tuesday, Thursday, Friday and Saturday). Open Monday and Tuesday 10am to 4.30pm, Friday 10am to 6pm and Saturday 10am to 12pm. That was only one hour less than when it was previously run by the County Council.Aims of Bidford Community Managed Library To provide a library service for the local community and to facilitate a community

hub to promote community cohesion. To provide social, entertainment and educational services and activities which

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could help reduce feelings of isolation and rural deprivation. To promote volunteering, interaction, communication and wellbeing between

individuals, groups and businesses to enhance community spirit. To provide and develop IT facilities including internet usage for the community

and to develop a support network for users as required. To encourage all sections of the community to use the services and facilities

provided and to focus the provision on the needs as recognised and in particular to encourage new skills.

To provide services by associating with voluntary organisations, local authorities, health organisations, local communities and local organisations in a common effort to provide services enabling individuals to move forward with their lives.

To manage and improve the facilities and services of the Company which, in the opinion of the Directors, may enhance the sustainability of the Company.

5.7 Bidford Community Library, via its community hub approach, allowed for new or improved service offers, some of which included: Storytime, aimed at the very young members of the community. Knit and Natter (knitting club). Continued participation in the national Summer Reading Challenge. Dementia Awareness (promoting Dementia Awareness Week - ‘Living well with

Dementia’. Promoting ‘Books on Prescription’ which enables anyone to borrow books and

CDs for self-help approved by GPs. (GPs could also prescribe these books).

Pre-Transformation Consultation5.8 As part of the early processes, Warwickshire County Council engaged with their

communities in a variety of ways with: 25 meetings and 41 roadshows. 5,000 questionnaires returned. 500 letters and emails received. 15 petitions totalling 10,000 signatures. 2,850 visits to the consultation blog. 56,190 followers on twitter. “Consultation Institute” involved.

Transition to New Governance Model5.9 In order to help communities take over the running of libraries, Warwickshire County

Council: Made “set-up” funding available. Convened special meetings and support workshops. Provided dedicated support to assist in developing a business case. Published clear assessment criteria and guidance notes. Extended the business case submission deadline.

5.10 It was the first time that Warwickshire had handed over libraries to the community. A “pilot transfer” in January 2012, showed that additional support was needed for volunteers after the initial handover, as well as access to a simplified version of Warwickshire’s Library Management System. Warwickshire provided ongoing support to the community libraries by providing: Training for volunteers. A procedures manual and telephone helpline. Access to a computerised library system. Technical support.

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Stock selection, supply and delivery. The same level of new stock as before. Access to full county library catalogue. Quarterly library officer visits. Annual review. Extra time-limited support and dedicated telephone helpline. Further basic training for volunteers at each community library. Help with marketing and volunteer recruitment. New software to assist the transfer of stock between libraries. Investment in new stock for community managed libraries. Newsletter launched as a channel for communication. Network meetings for updates, training and good practice. Delegation of associated workload to less senior library staff.

Advice and Lessons Learnt5.11 Warwickshire have indicated that a number of points and issues need to be taken

into consideration. Major factors in the success of Bidford Community Library were seen as: A core of long-term highly committed volunteers, referred to as “volunteer

champions” to act as the driving force. Located in an area with a very strong local community ethos. The range of skills of those volunteers included both business, invoicing &

accounting and some librarian experience. A good fundraiser and/or marketing individual was also seen as desirable.

Each member of the “Library Board” helped in some way but they were not library professionals and the library was dependent on the Board’s full commitment. The volunteers were worried about what would happen if membership of the Board began to wane, as it was a time consuming and difficult job to undertake.

The Board of Directors met every two months to consider their strategic agenda. Operational weekly meetings took place to discuss day to day issues.

Circa 30+ active volunteers covered shifts on a 2-hour rota basis (from issue desk tasks through to cleaning tasks). The majority were retired with a small number of school mums helping during those hours.

Duke of Edinburgh Award Scheme students also contributed and helped bolster the pool of volunteers.

Location and integration with the local primary school allowed the library to host regular class visits. After school usage was also at good levels.

Positive relationship with their Parish Council. Seen as an important community “hub” with its provision of resources to the

village and the wider social benefits, particularly with new and existing residents. Costs amounted to approximately £11,000 per year to run the library, with highly

subsidised business rates and stock being supplied by the County Council, just as before.

Savings to the County Council resulted from building asset and staff costs. In the main, the same local authority support infrastructure remained.

Their biggest costs were rates, insurance and utilities. They had support from local businesses and were given some money from the County Council while they were starting up. Alongside that, they raised small sums of money from reservation fees, computers, DVD rentals, fines, library groups, room hire and Section 106 (planning) agreement money.

Although a relatively new building, some aspects of the building had proved costly to maintain, such as toilet facilities.

Local business support extended to a local supermarket that sponsored some activities through their own community support initiatives. A local church

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donation had also been received which was considered invaluable. It was considerably difficult to raise money to maintain the library, and they were

often reliant on grants and large donations just to keep it running day to day. Low-key café facilities had been trialled but had been abandoned as they did not

work at that particular library (insufficient profit/expensive equipment contract). Basic kitchen facilities still remained for volunteers and library groups.

5.12 Bidford Community Library also identified the following challenges: Recruiting and keeping volunteers. Training and support. Customer privacy and data protection. Control and responsibility. Library staff workload. There isn’t a ‘one size fits all’ approach. Localised services and community value.


In 2012, Warwickshire County Council began the process of turning Bidford Community Library into a library run entirely by volunteers. That task fell to a small group of local people who believed in the value of the local library. The library itself was located on the same site as a primary school, adjacent to the Parish Council offices, which is a real asset as a direct link is provided to a number of local services.The Task & Finish Group had the opportunity to hear about Bidford Community Library from three members of the Board of Directors, each of whom had supported the library since its conception. That dialogue offered a real insight into the opportunities and obstacles the community library had faced. Each member of the Library Board had a unique skill which was perceived as crucial to the ongoing success of the library. It took 18 months for the transition to take place, to ensure there would be public support and a volunteer network to keep the library running. The local community were highly supportive of the library and initial public consultation forums on the issue saw a high turnout and clear support.The volunteers spoke of the opportunities that being a community library offered. It gave Bidford community ownership of the library, allowing residents to decide the direction of the library service. Volunteers were able to start up library groups around hobbies that they were interested in, without feeling any obligation or regulation from Warwickshire County Council. The County Council still supported the library, but at arm’s length. They provided the stock, IT systems and a helpline system (initially temporary) although still being provided. That support network helped to ensure that the library would not “stutter” and gave the volunteers reassurance that they were not completely on their own.

6. Alternative Delivery Models - Staffordshire County Council - Community Managed Libraries

6.1 In continuing its evidence gathering toward alternative service delivery models, the Task & Finish Group visited 3 community managed libraries located in Staffordshire: Silverdale Library, Newcastle-under-Lyme. Holmcroft Library, Stafford.

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Blythe Bridge Library, Stoke on Trent.

Staffordshire County Council Community Library - Transformation6.2 Traditionally all 43 libraries were managed by the County Council and staffed by paid

members of staff. In 2009, they began their transformation by introducing public Wi-Fi into 41 of their libraries and began a programme of reductions to their ‘back office’, the introduction of self-service technology and a re-alignment of their opening hours - all of which realised financial savings of just over £1M. It became clear in 2011 that, like all local authorities, they were going to have to make significant reductions to all of their budgets – including libraries.

6.3 It was clear to the County Council that libraries were facing incredibly challenging times and, in many ways, a very bleak future. They were dealing with changing demographics, changing customer habits and expectations, a changing local authority landscape and enormous budget pressures.

6.4 Three key Staffordshire priorities: “Health - Libraries also had an important role in community memory and

community narrative, and their space and their IT was vital in terms of enabling people of all ages to be connected, engaged and stay well and therefore able to live independently for longer. And importantly, libraries support and provide access to, and engagement with, services as they shift online. Libraries, as trusted spaces, have a vital role in skilling communities so that they are best able to access services through this route.”

“Wealth - Libraries provide support for business start-ups, lone workers and job seekers; job clubs and mentoring opportunities can all be located within local libraries. It is really important that they promote and generate community prosperity. Libraries also support people on their learning journeys. Staffordshire encouraged people to think and explore, and they provided the safe space and anonymity for individuals to experiment and to become creative.”

“Staying connected - Within Staffordshire, they recognised that a really good, vibrant, local library offer which engages with and is informed by its community is essential. A good library should sustain a community. It should do this by enabling them - libraries do not teach children to read, for example, but, through their service, they enable them to practice the skill so that children become fluent and confident readers.”

Transformation Strategy6.5 Staffordshire had agreed the following priorities to carry forward their transformation

model: Agreed a narrative and ensured that all staff understood and were able to

articulate it. Identified key milestones which provided focus and helped to manage

uncertainty. Agreed to be transparent and honest with the reasons for proposals. Were prepared to listen and respond. Recognised that they did not have all the answers. Thought innovatively. Nothing should just be discounted or discarded. Agreed to act collaboratively. Everyone should be treated as a grown-up and an

equal partner. Agreed to lead and manage the process thoughtfully and creatively.

Public Consultation Model6.6 The public consultation was planned with support from Staffordshire County

Council’s customer insight and engagement team and communications and marketing team. This was to ensure that internal and external communication

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processes were effective in ensuring that stakeholder groups and the wider Staffordshire population were engaged in a two-way communication process.

6.7 The consultation provided meaningful mechanisms for individuals, communities, partners, interested organisations and other stakeholders to consider and comment on the proposals prior to any decisions being made.

6.8 A consultation plan was developed in line with corporate and national guidance and took into account good practice in running similar large scale consultations.

6.9 The consultation process ensured that: Library users and potential users of the service had the opportunity to comment

on the proposals and therefore shape the library offer. Existing networks and forums were used to encourage children and young people

to take part in the process. Rural communities, vulnerable people and individuals/groups with protected

characteristics were engaged. Stakeholders, including elected members, district and parish councils, schools,

the voluntary and community sector were engaged with directly to widen their opportunity to participate.

6.10 A variety of approaches included: A main consultation document outlining the detailed proposals across the County. Feedback form (online and paper). Drop in/roadshow sessions in libraries for people to find out more. Workshops for particular groups. Social media.

Consultation Outcomes6.11 A 12 week period of consultation commenced in July 2015, during which there was

4,255 responses received to the questionnaires. 3,500 people responded via a range of public events and feedback via letters, emails, social media and 9 petitions. Input from the public consultation was considered and helped with the shaping of the final proposal. Through the consultation, a number of community organisations came forward expressing interests to run the libraries at risk of closure.

6.12 Staffordshire’s Cabinet then agreed three categories of library: Staffordshire County Council managed and delivered. Staffordshire County Council managed and community delivered. Community managed and community delivered.

Example: Local Health Trust Running Libraries with Local Authority Support6.13 In particular, South Staffordshire and Shropshire Foundation Trust (SSSFT) took on

the management and delivery of 8 of libraries through volunteers, and working in partnership with the local communities. For them, the library space offers a perfect environment within which they can ensure their service is locally available. They received the following support from Staffordshire County Council: Strategic support from a community libraries lead. Access to community, stock, services and activities support from identified

members of paid/trained library staff. Telephone helpline. Workforce development. Provision of IT and Wi-Fi. Access to the library computer system and catalogue. Access to library stock from across the library network, including online resources

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which can be returned to any library.

Transformation Outcomes6.14 There have been no library closures in Staffordshire. They now have a library service

with greater community involvement and have built stronger partnerships with community organisations.

6.15 The public and collective consultations provided a meaningful mechanism for individuals, employees, communities, partners, interested organisations and other key stakeholders to consider and comment on the proposals prior to any decisions being made.

6.16 The libraries will be a safe, non-stigmatising, space in which to provide a range of supportive opportunities to increase health and wellbeing through information, advice and guidance. This proposal has moved away from a ‘one-size-fits-all’ approach, to working with individual communities to find more flexible ways of providing the things they want from their library. A new service called “Library Plus” was developed which is a leading, innovative and exciting online library service which engages and inspires Staffordshire people.Lessons Learnt Clarity around the unique nature of the library offer; what are the key elements

which must be delivered? The importance of a robust, transparent and comprehensive consultation. To develop a clear vision and strategy for a new model ensuring that you engage

all potential stakeholders in that vision. The importance of a solid evidence base. A robust procurement process, where needed.


Staffordshire currently has 28 County Council libraries, 15 libraries that were now community managed (CMLs) and 2 mobile libraries. (23 libraries overall in total had been identified as having CML potential and the mobile libraries had a tested and agreed operating criteria).The 15 libraries had begun the transition to a CML from April 2016, with a concerted effort to recruit and train volunteers to ensure that the new service was fully functional from day one. Following 932 expressions of interest, 636 volunteers had been recruited and trained. To date, only 9% of volunteers had left, with some using the experience gained to enter into paid employment or pursue further education. The volunteering amounted to £394,422 (in-kind savings to the service) for the previous six month period.Each library had a slightly different operating contract, which had been a change from the initial plan of an identical model contract. That was to allow each library to have its own unique needs catered for. At the implementation stages, the County Council found it useful to have proactive support from their legal services team to help interpret the complex contractual information and relay that to the new CML management companies. The key documents used (with some local variances) were: the lease, the contract and the operational service delivery specification. This was a costly exercise as legal fees accrued.The next priority for Staffordshire was to complete the transition to CMLs for 6 other sites and stimulate interest in the remaining 2 that had potential for CML’s.Silverdale Community LibrarySilverdale was managed by Business Enterprise Support (BES), a West Midlands social enterprise (not for profit) organisation that aimed to help people back to work (self-employment). Their motivation to manage the library was to integrate more successfully into the community and give greater accessibility to their

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services.Blythe Bridge Community LibraryBlythe Bridge was managed by The Care and Fun Club, a non-profit charity (before and after-school childcare provider). They had not initially envisaged themselves managing a library although they had all the necessary business skills and did not want to see the community’s library being at risk of closure.Holmcroft Community LibraryHolmcroft was run by volunteers from the local community, supported by South Staffordshire and Shropshire Healthcare NHS Foundation Trust and Staffordshire County Council. For them, the library space offered a perfect environment within which they can ensure their services were locally available.

7. Solihull Library Volunteering Offer - 2016/17

7.1 In June 2016, Solihull’s library service refreshed its volunteering offer by creating 11 different opportunities that reflected the current library offer and would potentially appeal to those who had not previously considered libraries as a place to volunteer. Each volunteering opportunity had a “role description” and applicants completed a short expression of interest. All the roles available added value to the current service offer and did not replace paid staff roles.

7.2 Solihull Libraries involved volunteer organisations, community groups and individuals in supporting and running activities at library sites, so as to enhance the current services, increase activities and services offered and encourage community involvement.

7.3 Solihull Libraries, Arts and Information Service recognised the immense benefits that volunteers can bring and there was an opportunity to involve volunteers in order to increase the value of the library service to Solihull’s communities.

7.4 Community action had a real impact on communities, both in connecting people, enabling organisations to increase their impact on disadvantaged groups and those in need and in bringing groups together within communities, encouraging and enabling community cohesion. Volunteering Outputs 2016-17

7.5 The profile of voluntary activity in each of Solihull’s library sites varied. The number of volunteers utilised by the service last year was as follows:

Output Description Q1 Q2 Q3 Q4 Total

Number of volunteer hours delivered in library locations.

652 2104 803 344 3,944 hours


Volunteers brought new skills, experience and enthusiasm to the library service and gave opportunities to those individuals to contribute to the community and to use and develop their own skills through volunteering.The total number of “volunteer hours” delivered in library locations within Solihull during 2016-17 amounted to 3,944 hours.

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8. Solihull Library Staffing and Finance – 2016/17

8.1 The Task & Finish Group reviewed the 2016/17 overhead and staffing costs for all Solihull library sites. These included drawing comparisons with Solihull’s current flagship library sites: Solihull Central Library (The Core), Shirley and Chelmsley Wood):

LibraryBuilding

CostsStaffing

CostsTotal Costs

No Of Staff

Hours Per

Week

Weekly Hours Open

Annual Visitors

Cost Per

Hour Open

Cost Per

Visitor

Annual Hours Open

Visitor Per

Hour£'s £'s £'s £'s £'s

Balsall Common Library 33,154 82,914 116,068 114 32 32,878 69.75 3.53 1664 19.76Castle Bromwich Library 28,902 49,140 78,042 71.25 29 30,316 51.75 2.57 1508 20.10Dickens Heath Library 50,485 29,762 80,247 44.5 19 23,577 81.22 3.40 988 23.86Hampton In Arden Library 23,673 15,790 39,463 26 11 5,222 68.99 7.56 572 9.13Hobs Moat Library 25,819 105,557 131,376 133.75 32 36,440 78.95 3.61 1664 21.90Kingshurst Library 22,777 75,665 98,442 101 28 20,321 67.61 4.84 1456 13.96Knowle Library 31,969 82,639 114,608 120.75 32 53,087 68.87 2.16 1664 31.90Marston Green Library 21,558 29,270 50,828 41.5 17 8,818 57.50 5.76 884 9.98Meriden Library 23,586 21,699 45,285 40.25 19 8,818 45.84 5.14 988 8.93Olton Library 26,464 56,135 82,599 81 28 42,686 56.73 1.94 1456 29.32

Shirley Library 38,963 116,091 155,054 123 49 97,486 61.48 1.59 2522 38.65Chelmsley Wood Library 171,773 203,734 375,507 229.5 49 83,500 147.37 4.50 2548 32.77Central Library 278,512 563,619 842,131 619.29 56 306,742 289.19 2.75 2912 105.34

777,636 1,432,015 2,209,651 1,745 401 749,890

Library

Additional Volunteer Hours Per

Week

Total Hours Open

Cost Per Hour Open to Include Volunteers

Average Hourly Cost of

Staff Per Week

Floor Space (Sq M)

Overheads per Square

Metre £'s £'sBalsall Common Library 32 69.75 13.99 232 142.91Castle Bromwich Library 29 51.75 13.26 259 111.59Dickens Heath Library 19 81.22 12.86 351 143.83Hampton In Arden Library 11 68.99 11.68 56 422.73Hobs Moat Library 32 78.95 15.18 299 86.35Kingshurst Library 28 67.61 14.41 198 115.04Knowle Library 3 35 62.97 13.16 236 135.46Marston Green Library 3 20 48.87 13.56 98 219.98Meriden Library 19 45.84 10.37 98 240.67Olton Library 2 30 52.95 13.33 181 146.21

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Shirley Library 48.5 61.48 18.22 291 133.89Chelmsley Wood Library 49 147.37 17.07 1200 143.14Central Library 56 289.19 17.50 4554 61.16

8.2 In addition to the above, an early opportunity was being explored following an approach by the Dickens Heath Parish Council to relocate their offices to the first floor of the Dickens Heath Library building. A similar opportunity might exist with the local Post Office and the potential to provide their facility on the ground floor.

8.3 That had been a suggestion put forward by Dickens Heath residents when they had been consulted about the future of that library during 2016, and it now clearly fitted with the current ambition to provide integrated services within communities and maximise the use of buildings through partnership working. The next step would be to explore the conditions of the lease with the Council’s Land and Property Team.


Hampton in Arden Library clearly stood out as being the most costly in terms of overheads totalling £422.73 per square metre. Costs per visitor (£7.56) were also considered to be very high in comparison with other sites.Balsall Common, Hobs Moat and Knowle libraries had the highest “total” costs (£116k, £131k and £114k respectively). Balsall Common and Hobs Moat libraries had same weekly opening hours (32) but staffing costs differed significantly (£82k and £105k respectively).A significant proportion of the total library overhead costs were building costs. Should the buildings element of the library overheads be separated from the total costs in the future or even considered as a separate asset management budget?Dickens Heath Library’s building costs amounted to £50k, perceived as very high in comparison with Solihull’s other community libraries. That building was not in SMBC ownership (leasehold). All other sites were within SMBC ownership so building costs were notably less.Solihull’s library buildings were being used by lots of other services/partners who were not currently paying for the use of that space. It would be beneficial to understand that demand and formalise those arrangements to provide an income.Knowle, Marston Green and Olton libraries currently used volunteers (Knowle on Saturday afternoons on their own, and Marston Green and Olton working alongside permanent staff). That model of service delivery helped reduce the cost, per-open-hour, at those 3 locations.The Library Service had a total head count of 115 which equated to 66.79 FTE’s. 69 of those staff worked in Community Libraries which equated to 32.29 FTE’s. Those figures were as at 1 April 2017.

9. LGA Publication on Libraries - Delivering Local Solutions for Public Library Services – Published August 2017

9.1 The Task & Finish Group received the LGA’s (August 2017) publication on libraries – “Delivering Local Solutions for Public Library Services”. Written for all stakeholders and decision makers who had an interest in supporting the development of public library services, it set out ways in which local authorities could ensure their library service excelled and met the needs of their communities.

9.2 The guide highlighted a key message:

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“Libraries are trusted spaces, free to enter and open to all. We know that people value the range of books, digital and other resources available but how people use libraries is changing. If we want our services to continue to be at the heart of communities for generations to come libraries must change as well.”

9.3 In summary, the guide set out the following best practice, advice and support:Helping Libraries Deliver on Their Ambition

9.4 How people used their libraries was changing. If local authorities wanted their services to continue to be at the heart of communities for generations to come, libraries must change as well. Library sites themselves are being seen increasingly as vital community hubs, bringing people together and giving them access to the services and support they needed to live better lives.

9.5 Libraries reach and support the whole community regardless of age, gender, socioeconomic status or educational attainment, and they – and the people who work in them – can also support other public services to achieve the outcomes needed for individuals and communities to flourish. The Libraries Taskforce has specifically identified seven outcomes that libraries contribute to in their ‘Libraries Deliver: Ambition for Public Libraries in England’ document: Cultural and creative enrichment. Increased reading and literacy. Improved digital access and literacy. Helping everyone achieve their full potential. Healthier and happier lives. Greater prosperity. Stronger, more resilient communities.

9.6 In this light, libraries are being seen increasingly as community hubs – bringing people together and giving them access to a greater breadth and depth of services and support and operating as a gateway to physical and digital information; from public health to adult learning, employment advice, access to the police, and a broad range of business, community and cultural services.Creating Wider Public Awareness of What Libraries Have to Offer

9.7 Helping to promote the library brand and encouraging public participation in what libraries have to offer through national initiatives like National Libraries Week and the Summer Reading Challenge. Building new partnerships and involvement with national events led by others that are relevant to libraries, such as Get Online Week, Volunteers Week, Black History Month and LGBT History Month.

9.8 Encouraging people who have never had contact with the library service or have lost touch to find out what their local library could offer them. Encouraging people to explore some of the new ways that they could access information and support through digital channels. Holding councillor surgeries in libraries and encouraging local MPs to do so too.Encouraging Common Design Principles

9.9 Local authorities will need to consider a wide range of factors in redesigning the overall library service to be economic, efficient and effective. Within this, each library service point should be considered in terms of its: Accessibility – providing physical, virtual and outreach services Quality – being mapped to local needs. Availability – open at times which meet the requirements of library customers. Sustainability – capable of delivering. Value for money into the future.

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Library Services should ……9.10 Meet legal requirements – comply with the Public Libraries and Museums Act 1964

and other legal obligations, including the Equality Act and Public Sector Equality Duty.

9.11 Be shaped by local needs – co-designed and co-created with the active support, engagement and participation of their communities, so services are accessible and available to all who need them. Library Friends groups can help with this. Public services should think ‘Libraries First’ when considering how to deliver information and/or services into communities in an effective and value for money way.

9.12 Focus on public benefit and deliver a high-quality user experience – be designed to provide a high-quality user experience, based on explicit statements about the public benefit, outcomes and impact that they deliver.

9.13 Make decisions informed by evidence, building on success – base decisions on evidence, data and analysis of good practice from the UK and overseas. They should evaluate the impact and outcomes of programmes and projects they run and share learning widely across the sector.

9.14 Support delivery of consistent England-wide core offers – sign up to the Society of Chief Librarians’ universal offers which underpin the seven outcomes.

9.15 Promote partnership working, innovation and enterprise – empower and support their workforce to innovate and develop new services; and encourage them to be entrepreneurial and creative in building new service models and strengthening partnerships with other organisations.

9.16 Use public funds effectively and efficiently – regularly review how they provide library services so they remain economic, efficient and effective. Stakeholders and Decision Makers should consider ……

9.17 Distribution and reach – planning for the distribution of library services by considering factors such as population density and demographics, proximity to other services, collocated services, etc.

9.18 Location and vicinity – ensuring that libraries are appropriate located at the heart of their communities, close to shops and amenities and with excellent transport links and parking.

9.19 Buildings and spaces – considering factors such as the appearance, context, buildability, maintenance and operation in new or existing buildings.

9.20 Digital engagement – using technology to enable the delivery of services 24/7 and to provide new platforms for engagement and overcoming barriers to digital inclusion.

9.21 Community relations – hosting consultations, bringing people together and providing community information.

9.22 Books and e-resources – promoting books, reading and literacy in libraries and making best use of all relevant electronic resources, for example e-book access and online magazines.

9.23 Events and promotions – using a combination of physical, digital, social and content-based marketing to reach out to new and existing audiences.

9.24 Staffing and leadership – supporting library staff to deliver an innovative, person-centred service to the public, eg empowering library workers to be involved in the planning, design and delivery of services.

9.25 Governance – designing appropriate governance structures around the outcomes and impact the library service aims to deliver.

9.26 Finance and funding – being innovative in looking at other sources of finance and funding e.g. selling services, income generation, Lottery funding, etc.Planning Public Library Services to Meet Local Needs

9.27 A clear library strategy can help councillors, library professionals, stakeholders and customers work together to achieve shared objectives.

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9.28 An effective service can only be achieved by understanding community needs in general and the specific needs of particular sections of the community: Meeting the needs of the community - data can identify particular groups within a

community who may need support, or particular issues that need tackling, such as obesity or the provision of digital skills training.

Meeting corporate priorities – with pressures on council budgets, every service has to be clear about how it is delivering against these council priorities. Many services will already be delivering work against these priorities, but being able to demonstrate the evidence base for their approach will help demonstrate that to decision-makers.

Targeting services or designing new ones – any changes to a service, including considering new models of delivery or service re-design, should be based on the makeup of the local community, what it is expected to become, and what it wants. Evidence is critical to this.

Being efficient – using evidence of what your community needs will ensure you are providing services and activities that achieve the best possible outcomes for your resources.

Meeting statutory duties – using evidence to inform proposals and consulting with the community are two important ways to help library services to meet their statutory duties.

Staff Involvement9.29 Throughout any process of service planning and delivery, it is vitally important to

seek early and constructive input from library staff as their in-depth knowledge of library customers can add value and insight to any re-design process.Considering Different Models for Local Service Delivery

9.30 There is a range of different delivery models already being used across England which are: Local authority-run – library services maintained and staffed by council personnel. Commissioned – library services outsourced or contracted to a third-party

organisation. Outsourced – library services outsourced to another local authority. Community run with local authority support - in some areas of the country local

people are taking a more active role in running their libraries. Community libraries are more likely to be co-located with other services. This is contributing to a diverse picture of libraries provided within village halls, pubs, shops, churches, day care centres, tourist information centres, development trusts and social enterprises.

9.31 As with other delivery models, local circumstances differ and a community model may not be the best solution in all cases. In areas where the community model has been successful, there have been a wide range of approaches, with varying degrees of support from their local council and its professional library staff, reflecting what works best locally. Exploring New Sources of Funding and Financing

9.32 A library service still needs to continue to explore the potential for efficiency improvements wherever possible and explore new sources of funding and financing for the future. The Libraries Taskforce nationally has suggested that this could include: Philanthropy and fundraising. Community share issues – into local projects that benefit the community. Social impact bonds – to support initiatives such as digital inclusion, literacy or

business growth. Private sector partnerships. Providing discretionary services to local businesses or residents.

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Wider grants and blended funds where relevant.

9.33 The Community Infrastructure Levy is designed to raise funds for infrastructure needed generally as a result of an increase in development in an area. In contrast, contributions raised through Section 106 planning agreements can only be used to support infrastructure projects required to directly mitigate the impact of the development to which the agreement is associated.

9.34 Other possible funding: New Home Building Fund, Income Generation or Project Funding.Stronger Coordination and Partnership Working

9.35 Library services can achieve more impact by combining expertise and sharing resources, improvement ideas and insight with other agencies in the public, private and voluntary sectors. Joint working can reduce costs, share risks and make it easier for national partners to work with libraries.

9.36 This can be done by: joint procurement, co-location, selling services or by sharing services.Delivering Wider Community Outcomes

9.37 With growing financial pressures, libraries could play an even stronger role in delivering your council’s wider community outcomes by harnessing the power of new technology and digital access. This can be done by: Cultural and creative enrichment - Your local libraries are well placed to extend

cultural engagement because of their use by all social groups and their role as inclusive cultural hubs within communities.

Increased reading and literacy - Libraries give everyone free access to books and literature regardless of age, disability, wealth or education.

Helping everyone to achieve their full potential - Libraries help to improve residents’ life chances. They can offer free resources for study and learning, including online courses and information sources.

Greater prosperity - Libraries support businesses to start up and grow by providing information and working with local economic development organisations to signpost businesses to online sources of support and advice.

Stronger, more resilient communities - Libraries already bring people together by hosting local events and providing a shared sense of place for their users – ever more important in an increasingly digital age.

Improved digital access - Developing a compelling digital presence is increasingly important as more people communicate, use services and engage digitally. An improved digital presence can, in turn, stimulate and increase physical visits to libraries.


The guide was a useful and timely resource for all involved in the delivery and planning of library services.

It also highlighted the wider picture for future service redesign and acknowledged the significant contribution that well designed library services made in their local communities.

10. Solihull Mobile Library Service

10.1 The Task & Finish Group reviewed the status, performance and costs of Solihull’s Mobile Library Service which is currently operated on our behalf by Warwickshire County Council.

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10.2 The Mobile Library contract was due for renewal in March 2018, with a notice period of 6 months requiring SMBC to give notice to withdraw from the service in September 2017. In order for Task & Finish Group to receive information on the service as part of the evidence gathering process and consider this service in the context of the wider service offer, the contract was renewed for a further 12 months and now expires in March 2019.

10.3 As part of the contract, routes have also been redesigned and concentrated on the areas where the service is popular and an increase in usage has been seen.

10.4 The cost of delivering the service in 2016-17 was £30,626. As of July 2017, there were 255 active members. The service costs £120 on average per customer and operates via 8 routes on a 3 weekly timetable.Background

10.5 Solihull’s own mobile library vehicle was decommissioned in 2011 in order to achieve Medium Term Financial Savings of £50,000 on vehicle and staffing costs. From April 2011, Solihull Mobile Library Service has operated a Service Level Agreement with Warwickshire County Council which presented a more affordable option. This shared service replaced a set of routes previously offered by Solihull and also reduced duplication of mobile stops across administrative boundaries. The Mobile Library Service was originally provided to residents who for a variety of reasons, principally for those who could not conventionally use the library service.

10.6 Unlike a fixed library location, the offer available to mobile customers is limited to books, some information and dependent on location occasional use of a PC/WiFi although this was not consistent when in rural areas. Therefore the cost per customer is based on the delivery of a much narrower offer.

10.7 Warwickshire County Council and Solihull MBC have continued to review the existing service to ensure that stops are accessible to existing users and new users within the community.

10.8 The last review was carried out between in September and October 2015. Results showed that the service is highly valued by residents. However, subsequent survey results in 2016 from “Your Library Your Say” yielded only one response from the Mobile Library Service users.Customer Profiles and Usage

10.9 The customer base is 255 residents with 80% of the members being aged over 65 and female, with most users borrowing adult fiction and large print. This pattern of usage did not reflect the intended purpose of the service as set out in the Service Level Agreement.

10.10 Figures showed a steady decline in overall usage from 2011/12, although a small customer increase was evident in 2016/17 based on the previous year:

Year Visitors2011/12 34772012/13 34162013/14 34322014/15 31412015/16 27132016/17 2828

Current Service Offer10.11 The current service stops at 45 designated stops across the Borough. The service is

offered at those stops every three weeks. The timetable runs on Monday, Tuesday, Thursday and Friday between the hours of 9am-5pm.

10.12 The number of visits to particular areas and routes is reviewed on a continuing basis to ensure that stops are fully utilised within the available time. Warwickshire County Council provide numbers of enquiries, reservations and issues so that utilisation of the service can be monitored and any changes can be made to stock and services. There were 255 active members in July 2017, and there is continuing dialogue

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between customers and staff, so that individual needs can be met.Performance

10.13 In 2016/17, the average number of visitors per stop varies each month from an average of 1 per stop e.g. Grafton Road, Shirley to 7 visitors per stop as at Riverside Drive, Solihull. Overall, an average of up to 3 visitors per stop can be expected each month.

10.14 There appears to be no pattern of usage that directly correlates distance from the nearest library to number of visitors per stop.

10.15 There are 45 stops in total of which 8 currently serve residents which are more than 1.5 miles away from their nearest library: Berkswell - 1.7 miles from Balsall Common Library. Barston - 2.9 miles from Knowle Library. Cheswick Green Post Office - 2.3 miles from Dickens Heath Library. Hockley Heath Nags Head - 3.5 miles from Knowle Library. Bellington Croft - 2.2 miles from The Core. Lugtrout Lane - 2.3 miles from The Core. Grafton Road - 2.4 miles from Shirley Library. Huxby Drive - 2.6 miles from The Core.

10.16 The highest performing stops i.e. 4 or more visitors per stop, are not always the furthest away from a library and sometimes reflect the convenient accessibility for residents (e.g. Deerhurst Court apartments in Solihull which is 0.1 miles from The Core).

10.17 Due to demand or request, there are 5 stops that are within 0.5 miles of each other creating service saturation. The number of customer using each of the mobile library stops also varied. There is no clear pattern of use related to individual stops and geographical areas.Future Options

10.18 In considering the value of the mobile service as part of the wider Library Service offer and the council priorities, the following early considerations and options had been identified: Reduction in stops. Reduction in frequency. Shape an offer with Residential/Care Homes. Use of community transport to take customers to and from the library. Static collections based in community buildings such as Connect Local at

Elmwood Place). Create a combined Mobile and Home Library Service. Withdraw the Mobile Service.


There was a willingness to keep an open mind regarding the future of the mobile library service. The mobile library was “nice to have” although its offer to customers was considered limited. It was outdated, being used less and did not fully meet the needs of users. Alternative (and better) service options could be explored.There had been an increased number of stops at residential settings, although overall footfall for the mobile service had been decreasing. Stock rotation and overall choices from the mobile library were acknowledged as limited. Some customers may now be using mobile, physical library and digital resources although no data was currently held on this.Only 1 response to the “Your Library Your Say” survey was received from a

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mobile library respondent.What might future service delivery look like? Could the Homes Service be expanded to deliver a more bespoke offer for those in need? Could a book posting service be used as an alternative and more effective way of reaching people? Can those residents be reached in other ways, working with other services/partners?Only 4 of the 7 (including Solihull) West Midlands authorities now provided a mobile library service. These are Birmingham, Sandwell and Walsall.

11. Home Library Service

11.1 The Home Library Service is a free part of Solihull’s overall library service delivering boxes of books to around 230 Solihull residents every 4 weeks. As part of their library site visits, the Task & Finish Group visited this element of the service, currently operating out of The Core basement.

11.2 The service is designed to go directly into people’s homes or residential homes, wherever the need is, and deliver a wide range of books, which includes large print format (and audio books making the service fully accessible for those with sensory or learning difficulties).

11.3 There are flexible criteria for using the Home Library Service and there are no restrictions on requests. Recipients can borrow as many or as few books as they feel they can read between visits. The service also supports people who are not completely housebound but they would struggle to walk to the library or carry the books home. The service encourages people to stay independent, as much as possible, and also caters for carers if they were unable to get to a local library.

11.4 The service also acknowledges that a residents needs may change and they will cater for long-term, temporary or seasonal borrowing needs. Some customers had been using the service for many years and staff knew their individual reading preferences very well. For some residents, the Home Library Services was also the only visitor’s people would have during the day. The service visited some residents who had no family contact and no hobbies and that contact was seen as important. Not all customers were elderly; the service visited people with disabilities and also mental health issues. Some residents were at home having treatment for serious illness. With the individual’s permission, the service also made referrals to Adult Care and Support.


The overall aim of the Home Library Service was to provide better access to libraries for all sections of the community and improve the health and wellbeing of Solihull’s residents.This element of the library service had far reaching benefits to customers. For some residents, the Home Library Services was also the only visitors they would have during the day.The Home Library Service won an Outstanding Customer Care – Solihull Together Award in 2017.Opportunities existed to expand and maximise the Home Library Service. Now was the best time to begin exploring this.

12. Technology Assisted Opening

12.1 The Task & Finish Group considered the latest developments on how Technology

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Assisted Opening could be used within a library service setting.12.2 Self-service access technology has been in place for a number of years in a number

of relevant sectors, such as university libraries, gyms and banks. It has also been used successfully for a number of years in the Danish library system.

12.3 Over the last 2-3 years, self-service access technology has also been implemented in a number of public libraries in UK local authorities. The feedback from these initial pilot schemes and broader implementations has been overwhelmingly positive.

12.4 Self service access technology involves linking a series of CCTV cameras, door monitoring systems, lighting, heating and electrical switches, security gates, with the existing library management system and self-service issue terminals. The customer signs up for unstaffed access and uses their existing library card, as well as a specified PIN number to gain access to the library during unstaffed hours. All entrances and exits by customers are recorded, as well as any instances where alarms are triggered, e.g. fire/intruder alarm, security gate alarm, help points, etc.

12.5 Utilising self-service access technology is an enabler to increase and adapt opening hours to better suit existing and potential customers, groups and partners who would like to use the library service offering, as well as make more use of the space within each building. These benefits can be realised without the need to increase staffing costs. This benefit can also be used alongside an existing staff presence in each library, ensuring that customers who still prefer to engage with staff, or would only use the library space when staff are present are still catered for.

12.6 Implementing self-access technology could enable the library service to: Utilise and move staff around more flexibly, whilst maintaining the same opening

hours. This may lead to benefits in the case of staff absence, emergency cover, better meet customer need i.e. to support after school working by under 16’s, without having to reduce the opening hours earlier in the day.

Increase in footfall as more potential customers will be able to use the library service, thus leading to a decrease in the average cost of usage per interaction for each branch.

Utilisation of space by partner organisations and community groups during unstaffed hours, either through the use of existing meeting rooms, or use of the main library space. This could be an opportunity to increase income generation from providing this type of service.

Offer increased opening hours, with no increase in staffing required. Reduce staffing numbers.

Benefits to the Customer12.7 The benefits of Technology Assisted Opening are:

Potential to Increase footfall and usage by individual and groups with customers accessing at times that suites their lifestyle or commitments such as those who care for others or are in employment.

Ability to widen participation/access to the library services and locations. Increasing the library presence in the area as a greater recognition as a

community asset and used as a multifunctional community space. Provide increased access for those requiring no staff intervention, such as

students who only require a suite space to study. Ability to offer agile working spaces to other departments in the council who are

also seen as our customers.

Potential for Impact on Service12.8 All current pilots and implementations of self-service access technology in the UK

use the Open+ system supplied by Bibliotheca. D-Tech has now entered the market through a partnership with ASL. Axiell has now also entered the market. Before moving to a pilot stage, all three suppliers would need to be reassessed.

12.9 Implementing the system involves installing a network of linked CCTV cameras,

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security gates, supplier server, automated doors, etc., but also requires works within each library building to ensure each site is ready for self-service access. These works will vary within each building but will generally involve elements such as, lockable storage, ensuring Disability Discrimination Act compliant emergency exits, boxing off cabling and switches in public areas, etc.

12.10 There is also potential for sites to be closed to the public during any fit-out for short periods of time.Current UK Usage

12.11 Any future business case would need to focus on the implementation and use of self-service access technology within public authority libraries in the UK.

12.12 The following local authorities are currently using or piloting self-service access technology within their library service: Peterborough City Council. London Borough of Barnet. Norfolk County Council. Devon County Council. Leeds City Council. Brighton and Hove Council. Trafford Council.

12.13 In authorities where this has been implemented, access is only available for those with an adult library card. There was no access for children and young people.

12.14 As part of a previous analysis, Solihull had visited and interviewed staff responsible for self-service access technology in Peterborough City Council (Central Library and a community library location). Peterborough was the only authority in the UK to date that has completed the roll out unstaffed access across their library service. The main driver for this implementation was a requirement for a cost saving of 60% in their annual budget. This may have led to the closure of up to 9 libraries if an unstaffed access solution has not been implemented.

12.15 The solution installation cost was £170,000 for a total of nine buildings. Due to budget constraints Peterborough had to take some difficult decisions regarding access to some buildings for those with mobility issues, etc. Getting agreement from the local community, members, etc., was made easier to a certain extent by the all or nothing option provided by the service, i.e. either implements unstaffed access or the library closes. Risks in relation to site security and anti-social behaviour have been minimised due to the CCTV technology. However, in their main central library site, a staffed presence (non-library staff) was still deployed due to the larger number of visitors during the technology assisted hours.

12.16 Carrying out the installation over a large number of sites created efficiencies as the CCTV technology and the staff employed to monitor the conduct of customers in the libraries was shared out over a number of locations. Issues for Solihull to Consider

12.17 Unstaffed access has been installed and piloted in a number of local authorities in the UK and initial results have been generally positive.

12.18 Many of the initial concerns around health and safety, theft, anti-social behaviour have not been realised, indeed in some areas, such as theft, there is a reduction in losses during unstaffed access, as opposed to staffed access times.

12.19 Also general reaction from the local communities had also been relatively positive, although there are lessons to be learned from the different implementations and pilots regarding community and public engagement, communications and supporting materials for when the solution was installed and goes live.

12.20 The business case for implementing this option in just a stand-alone library is not viable. Economies of scale and efficiencies are created when multiple sites operate

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using the same core technology and monitoring systems.


Unstaffed access had been installed and piloted in a number of local authorities in the UK and initial results have been generally positive.Many of the initial concerns around health and safety, theft, anti-social behaviour have not been realised. In some areas there is a reduction in theft during unstaffed access as opposed to staffed access times.This option would not be viable at some of Solihull’s local library sites due to access and listed building status. (i.e. Hampton in Arden, Knowle, Meriden).Some of the sites that would support the installation of Technology Assisted Opening were those where there was adequate opening hours and activity available to meet the community needs, according to performance statistics and the library consultation data. (Hobs Moat, Olton, Castle Bromwich, Dickens Heath). The business case for implementing this option in just a stand-alone library was not viable.That funds would be required to carry out building works to all the proposed sites and the costs of this is currently unknown. There was currently no funding available to implement this.Some sites due to location may not be suitable as they posed a greater security risk to customers and sites could become vulnerable.Access was not available to all Library Card Users.Solihull had not fully assessed the value of staff customer contact. Many customers use the service because they received assistance from staff or valued the social interaction. Staff presence was considered important in light of the earlier report from the LGA where libraries had been highlighted as a front door to other council services.Physical interaction with library staff was classed as being valuable to customers who responded to the “Your Library Your Say” consultation.Any option to install Technology Assisted Opening in Solihull had not been fully costed as it is dependent on the size of the network and the make-up of staffing across the branch network.Unstaffed access was perceived as a future option to extend opening hours, rather than contribute to any significant budget savings through a new service delivery model.

13. Local Demographics – Solihull Observatory

13.1 The Solihull Observatory had compiled recent information for the 10 communities in which Solihull’s community libraries were currently situated. The following local demographics were evident:Balsall Common Nearly two thirds of the 1,800 properties in the Balsall Common catchment are

detached highlighting the general affluence. Balsall Common is also expected to expand in the coming years.

There are still local residents with needs (e.g. sheltered accommodation at Michael Blanning Gardens)

Balsall Common is part of the Coventry Travel to Work Area which suggests uniqueness to the rest of Solihull. There are also nearby communities that can be

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properly defined as rural. This commuter settlement is well connected by rail links to both Birmingham and

Coventry. The future impact of HS2 will also need to considered (disruption could lead to congestion).

Perhaps, unsurprisingly, car ownership is very high.

13.2 Castle Bromwich Around 4,200 dwellings which are similar in size to the Kingshurst ‘catchment’.

There is a marked difference between the Castle Bromwich and Smith’s Wood wards with owner occupied semi-detached properties dominant in the former. Rivers and the western part of the Cars estates are adjacent to this part of Castle Bromwich which are mostly of a ‘Radburn’ layout.

It is expected that most of the library users are from the moderately affluent Castle Bromwich Ward. Please refer to Kingshurst above for wider effects of deprivation within Smith’s Wood, but there is a connection with neighbouring largely deprived East Birmingham to consider as well (e.g. inflow to schools/GPs and retail offer on Chester Road).

There is almost a decade difference in average age between Smith’s Wood and Castle Bromwich with many lone parent families in the former.

There are relatively few jobs in the local area and with Castle Bromwich being fairly isolated geographically in a Solihull context, many residents will seek employment in Birmingham and North Warwickshire. However, there are many households (Smith’s Wood in particular) who rely on public transport.

13.3 Dickens Heath Currently around 2,200 residential properties of which 4 in 10 were flats (the

highest levels of private renting in Solihull). Up to 1,300 extra homes were also proposed in the Local Plan Review.

High numbers of children with age profiles similar to North Solihull but with high self-reliance. Also a rapid increase in the retired population in the wider area which could have an impact on health services in the future despite current health outcomes being very good.

Issues with car parking (particularly in central areas) – a commuter village with a very high level of economic activity. Congestion could be an increasing problem although more local services could mitigate some of this.

Expensive library building site – opportunities to collocate and rent out space within current building.

Anti-social behaviour was anecdotally a problem. High concentration/density of population and use of social media.

13.4 Hampton in Arden Has the smallest number of residential properties (circa 700) of which just under

half are detached. Affluent area in the least 10% deprived neighbourhoods in England. Well qualified

population with low levels of worklessness and high levels of home and car ownership.

Neighbourhood Plan passed through referendum which mentions library being of community importance and wishes to secure status/protect from threats of closure.

Surrounded by green belt (flood plains) and likely to retain separate village identity in future despite being proximate to massive development/change.

Could be affected by HS2 (disruption towards Meriden and public transport already relatively infrequent).

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13.5 Hobs Moat In the locality of Hobs Moat library, nearly 7 in 10 of the 4,100 properties are semi-

detached although many to the west of Hobs Moat Road (Lyndon ward) are current or former Local Authority stock vis-à-vis Elmdon ward which are ‘typical’ owner occupied.

Hobs Moat is the most deprived neighbourhood of Solihull outside the Regeneration area with many indicators becoming relatively worse in recent years.

Relative deprivation in this area features children living in “out of work benefit households”, working age adults with low skills and subsequent worklessness. It should also be noted that there are many households without access to a car.

The parade area is a known long-term attractor for Anti-social behaviour. Some overlap with services for Olton.

13.6 Kingshurst Currently has the joint largest potential catchment area of the libraries in this

report at around 4,200 residential properties of which 1/3rd are flats (largest category is terraced).

Housing in Kingshurst is older than the rest of the Regeneration area and, although very dense in parts, is surrounded by lots of good accessible green space. Much of this is owner occupied but there are some notable areas of deprivation (e.g. to the south west Stonebridge Crescent area) where there are a significant number of lone parent households with dependent children living in flats. Public transport usage here is high.

Problems related to deprivation can include obesity, homelessness, youth unemployment, mothers smoking at time of pregnancy, referrals to social services etc. There are many vulnerable people and families with complex needs.

Village Centre which is in Smith’s Wood ward (overall catchment split 50:50 between the two wards) is proposed for redevelopment and is expected to feature library services. New village centre – good opportunity to look at library service offer and means of delivery.

Kingshurst residents are close to many specific local services but are caught between the key hubs of Chelmsley Wood Town Centre and Chester Road (Castle Bromwich), both of which are not within easy walking distance.

The catchment also includes a large, metropolitan area, fulltime education college (Woodlands Campus).

13.7 Knowle The 1,900 households in the immediate catchment of Knowle Library have a very

mixed accommodation type and tenure which is not redolent of the wider Knowle and Dorridge area. Recent developments have followed a similar pattern.

The central area of Knowle has one of the highest concentrations of older people in Solihull with many being Solihull Community Housing tenants. Associated health conditions or disability are more prevalent here than for Solihull overall.

It should also be noted that Knowle High Street has a vibrant night-time economy with many licensed premises and restaurants. This makes the location of this library similar, but on a smaller scale, to The Core.

13.8 Marston Green Around 2,300 residential properties of which nearly 4 in 10 are semi-detached.

More disbursed cluster in comparison with other communities. Retains some village identity with signs of affluence (high levels of owner

occupation, good primary education and worklessness is low) but the catchment includes the lower Cathedrals estate which has characteristics more in line with

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the Regeneration area. Nearby BIA/NEC and future Arden Cross – will provide some current and future

disruption (e.g. noise nuisance). Many larger health facilities nearby which make this location fairly unique, have

been part of previous discussions for broadening the library offer.

13.9 Meriden There are currently only around 1,000 residential dwellings in the 800m catchment

of Meriden library which includes 70 park home caravans. Although Meriden is a well-established and historic village it is quite different to the

rest of Solihull in that it surrounded by rural areas which contain significant agricultural and quarrying industry. It is also part of the Coventry Travel to Work Area.

Quite a few households are without access to a car which might need to be considered in the context of infrequent public transport with the rest of Solihull.

There is some local poverty (including recent developments) but this is marked at the street rather than neighbourhood level (where there can be a notable proportion of social rented housing). Meriden should not really be considered an affluent commuter village either.

Long term health conditions and disability are worse than England and proportion of carers caring for 50+ hours per week is similar to more deprived areas across Solihull.

13.10 Olton Currently around 3,500 dwellings. A third are flats with many being social rents.

Notable development in recent years along Warwick Road towards Olton Hollow has contributed further to inherent social and economic diversity.

This area, of quite stark contrast, also includes Solihull’s largest conservation area with many large Victorian and Edwardian properties.

Deprivation in this ‘hybrid’ area is largely connected with an ageing population (also several Residential Homes) although vulnerable single working age adults also feature.

Well connected by bus and rail links to both Birmingham and Solihull which is important for commuters and the many local residents who rely on public transport (limited immediate retail offer).

Some overlap with Hobs Moat.


Opportunities for alternative models of service delivery existed where there were smaller catchment audiences (i.e. a more collaborative offer with others), particularly within communities such as Meriden, Marston Green and Hampton in Arden.Areas such as Balsall Common and Dickens Heath would experience population growth due to the Local Development Plans proposal for new housing. That could create more library customers, or a greater need for public community spaces.Blythe Valley could have the need for a library offer in the future.The planned redevelopment of Kinghurst Parade was a clear opportunity for a new library delivery model.Olton and Hobs Moat libraries were geographically close to each other and might be attracting the same customer group, although the current usage data for both sites was strong.Knowle had a vibrant high street and night time economy and the library needed

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to remain part of that.Solihull needed to consider its relationship with East Birmingham and the effects of that area on Solihull’s abutting communities.Heat maps gave an indication of the library borrowing rate per household across all key Borough communities. This revealed that people who lived far away from library sites tended not use them.

14. Future Opportunities for Service Co-location and Integration

14.1 The Task & Finish Group set up a cross-organisational discussion on the potential future opportunities for service co-location and integration within Solihull’s community libraries. Key colleagues from across the organisation highlighted:Adult Care and SupportExisting links

14.2 “Adult Care and Support had commissioned the Community Information and Advice Hubs that operated from Chelmsley Wood Library and The Core. There was dedicated space for that provision. There were several Voluntary and Community Sector organisations with office accommodation at The Core, both on the lower ground and first floors. Those were both commissioned and non-commissioned services. The service provided from the two bases offered Solihull residents access to universal information, advice, support and advocacy.

14.3 The Community Information and Advice Hub lead provider also arranged training sessions for partner organisations which were delivered from The Core.

14.4 Partner agencies without accommodation at The Core provided regular sessional support from the Community Information and Advice Hub. That included the Police and Social Workers when a safe location was required.

14.5 A small number of individuals with learning disabilities also helped out at Marston Green and Olton Libraries one day a week.

14.6 Changing Places development at The Core was a joint initiative resulting in better changing facilities for people with disabilities which was included in the design of The Core.”Future potential

14.7 “Voluntary and Community Sector organisation partners without local offices may be interested in renting office space.

14.8 Opportunities to increase Social Value, by offering free space to local Community Groups to hold support sessions such as Dementia Friendly training, Autism Support etc.

14.9 Where there was evidence of a popular community venue, there may be the opportunity through a small grant type bidding process to supply VCS or faith groups with the ability to provide a locality based information point or community hub link point out in the community where customers could, with or without support from volunteers, access the following: The Community Information and Advice Hubs by phone or mail. Carry out a carers self-assessment. Contact /access trusted information including information and advice on-line or by

a national helpline, Solihull MyLife website etc.

14.10 This would be capital funding paying for basic equipment infrastructure costs of desktop or laptop computer, tablets, phone installation using free calls on Wi-Fi, printer, desk or booth.

14.11 Bids would need to demonstrate that the venue had the capacity to attract community and that the organisation was able to develop a community asset based

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sustainable bid that supported self-help and promoted independence and integration/supported or reduced isolation.

14.12 When looking at potential opportunities, it was considered important to share that through the Solihull Together for Better Lives programme, there was a shared commitment to improve the Borough’s health and social care service through integrating and transforming the provision of services that supported the health and wellbeing of the people of Solihull. The Council and partners had recognised that, from a Solihull resident’s perspective, the health and social care systems were not easy to understand or navigate. That often lead to confusion for people being offered multiple access points without any joined up approach, duplication across service, that in some circumstances those services may be provided with good intention rather than specialism or experience with raising expectations and resulting in further intervention at a later date, such as appeals or tribunals.

14.13 To improve the offer to Solihull residents, the Council was looking to procure Community Wellbeing Services through a two tiered model of Universal support provision including self-help approaches. The model included a single point of access, assessment and targeted support for adults in Solihull with key links and referral pathways to other local support and services. That work had commenced with the Community Wellbeing Phase 1 project identifying that the tender for the ACS Information, Advice, Support and Advocacy services and the Public Health Lifestyle services included the following services: Information and Advice services (including Direct Payments). Debt and Benefit services. Employment Support services. Carers services. Infrastructure Support. Dementia services. Advocacy. Sensory Services. Integrated Lifestyle services (Public Health).

14.14 There were a number of expected impacts and outcomes with those being key to the vision of this model: Increased accessibility to a wider range of Community level services and

improved self-help options. Reducing health inequalities. Reduce demand on Adult Social Care.

14.15 The details around the Community Wellbeing tender were commercially sensitive at this stage. There had already been a marketing event, an internal stakeholder drop in session and the next stage was wider consultation. As the project progresses, all relevant updates and information would be shared by the Project Lead via CWS-Jets procurement system and relevant Board meetings.

14.16 That opened up the opportunity to discuss available space or potential working arrangements that could enhance the customer experience that this project was trying to achieve.”Children’s Services and SkillsExisting links and future potentialFamily Plus

14.17 “We have worked closely with The Core and Chelmsley Wood Library to provide IAG sessions for the local community. Due to low attendance, those sessions have stopped. We are restarting the sessions at Chelmsley Wood Library and wrapping around a music session. That will be on a Saturday and run monthly. We had 8 family plus sessions across the Borough that wrapped around existing 0-5 provision. All eight supported the distribution of the book start packs. Local librarians also

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attended family plus and delivered a story session, signed-up new members and promoted the library. That has potential to grow.Youth Plus

14.18 Attending Chelmsley Wood Library and the Fab Lab every school holiday. Those short sessions sought to engage young people in positive activity, whilst also exploring issues such as: self-confidence/motivation, positive mental health & healthy relationships. Whilst the project was not exclusive to NEET young people, it did encourage the promotion of the Fab Lab facility which worked with young people who were NEET (not in education, employment or training). Apprenticeships

14.19 Libraries had agreed to support an apprentice to have a placement there one day a week. That allowed the apprentices to work in a front-facing service to enable them to achieve units against their customer service Diploma. We will continue that arrangement until all four apprentices had been placed there. As part of that, we were hoping the library would adopt the active engagement standards with the apprentices taking the lead.Events

14.20 Where appropriate we link with the Libraries to support events. An example was library staff supporting an activity day at Chelmsley Wood library.”Public Health and Commissioning Existing links

14.21 “Public Health (PH) had been working with libraries with the Community Development Fund, there had been a community engagement event at Hobs Moat in relation to that and it had been attended by a diverse set of people.

14.22 Public Health funded the lifestyle services referrals kiosks that were located in Chelmsley Wood and Hobs Moat libraries and were monitored by Health Exchange. Public Health had also installed BMI & blood pressure machines there.

14.23 We set up the staff yoga at The Core and that was now being run by the Library.14.24 Health Exchange supported the annual cake-off for Fair Trade fortnight.14.25 Public Health provided resources to libraries when campaigns ran, such as One You. 14.26 In addition, Solihull Active had some existing links with the libraries:14.27 Walking Groups (Step into Solihull programme) – many of the volunteer-led ‘Walking

for Health’ walks started and finished at libraries and library staff helped to set up a meeting area for the group and access to tea/coffee making facilities (for the social component post walk). Libraries involved were: Castle Bromwich, Marston Green, Balsall Common, Shirley, Hobs Moat.

14.28 Gentle Activities at The Core – over the years Public Health had worked closely with staff at ‘The Core’ to provide activities such as yoga and tai chi from their studio room. Those were still marketed under our ‘Step into Solihull’ programme (targeted at older adults participation). Public Health also used that room at The Core for some events, e.g. walk leaders re-united (celebration/learning day for local volunteers).

14.29 Solihull Active display areas in the library ‘health hubs’ (Hobs Moat and Chelmsley Wood library). Public Health also provided resources for all libraries to display regarding physical activity opportunities.

14.30 The “Eat Well, Move More” team attended Knowle Health week during Feb/March 2017.

14.31 “Eat Well, Move More” also supported the “Health Information Week” 2017 by facilitating sessions over the week in The Core - Story time session & Solihull Active information event.”Future potential

14.32 “If any libraries had slightly larger function rooms, Solihull Active could use for

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various sessions/events.14.33 There was a potential for including libraries as public health champions in line with

general practice/ health living pharmacies.14.34 In the past, Women’s Aid did use a room in the central library to provide support

sessions. However, that did not work at the time and they have now linked to offer those alongside a health centre and CAB. However, as suitable office space becomes increasingly sparse, that was something they could look at again.

14.35 There was a potential to work with the Fab Lab in Chelmsley Wood Library.14.36 Public Health can influence the books that were in stock and promoted utilising them

in order to promote public health campaigns.14.37 Public Health needed consistent health messages in the libraries and to influence

the food offered in the café.”


All service areas that participated in the discussion stated that libraries were important in relation to their future work. They acknowledged libraries as a key delivery partner. It was apparent that the library service was making a strong contribution to other service areas in delivering their priorities and objectives, some of which they could not delivery alone. Of note was the contributions made to the health and wellbeing agenda via various initiatives and interventions.At present, service co-location and integration provided greater “customer” benefits to the library service as opposed to “financial” benefits.Partnership working with those services brought extra activity into the library and, in some cases, new or additional footfall.There was an obvious demand for community-use space within Solihull’s libraries.Some library buildings lent themselves better than others to service co-location and integration. This was seen as a key consideration looking into the future of community libraries. Some stakeholders required separate rooms to deliver their initiatives and interventions with equipment (such as sinks for baby clinics etc.). There was some reciprocity between service areas in relation to maximising the use of resources to deliver joint activities.The clear importance of available public space within libraries to deliver work streams being undertaken by either service areas or partner organisations.Voluntary and Community Sector organisations contracted by Adult Social Care might have a need for office/delivery space in the future. There was some capital funding available for small items.Service areas did not have funding to support their use of library spaces. There was also no new funding available to support their use in the future. This was seen as helpful to the public and the delivery services, but not necessarily for the library that had income targets for fees.There was a current conflict with the library fees and charges when essential services needed to be made accessible at no additional costs to other Council departments.

15. Future Options for the Delivery of Solihull’s Community Libraries

15.1 To contribute to the intended outcomes of the review, the Task & Finish Group requested a series of possible options be developed for the future delivery of Solihull’s Community Libraries:

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Where and when services are delivered15.2 The work carried out by the Task & Finish Group, which included an analysis of

community library data, indicated that the balance of supply and demand had changed in relation to delivering library services in the borough’s communities. A series of options were considered as possible proposals for how services might be re-shaped or re-provisioned.

15.3 Consideration was also given to the extent to which a re-shape could be implemented and delivered, either as individual or interlinked elements of reshaping and allowing for implementation to be phased where necessary.What and how services are delivered

15.4 The Task & Finish Group acknowledged that re-shaped offers would need to comply with the statutory duty to provide a comprehensive and efficient library service under the Public Libraries and Museums Act 1964, and ensure that services remain accessible to all residents using reasonable means, including digital technologies.

15.5 The series of options acknowledged that service shaping would focus on the elements of service that Solihull’s customers valued, whilst still focusing investment and resources on those customers that are most vulnerable, such as helping those who need support to use digital technologies. Current National Library Core offers are: Digital, Information, Health and Wellbeing, Reading, Learning, Children and Young People alongside a new Culture offer that will encompass our Heritage and Local Studies offer.

15.6 Any future library service offers will need to be re-shaped in relation to both future library resource and estate. A re-shape will also need to reflect future business planning, including local priorities such as:

Meeting the needs of the ageing population (Solihull Together for Better Lives).

Promoting Health and Wellbeing. Supporting Early Help and Prevention strategies across the borough. Enabling residents to contribute to the Solihull economy. Corporate Digital Strategy

15.7 Based on the gathered evidence of service need and demand, the Task & Finish Group considered how a mix of different methods of access and involvement in the library service could deliver more sustainable outcomes in the borough’s neighbourhoods.

15.8 The Task & Finish Group also considered an appraisal of how a suggested focus could be to a shift towards a shared delivery model, including Solihull MBC managed and delivered library offers, that:

Continue to be shaped and Council led with Library staff defining the overall service direction and range of universal and specialist offers.

Services continue to be delivered through a retained network of Council managed sites, with a focus on re-shaping the make-up of customer service hours across the borough to ensure that it meets anticipated community need.

Build on the current locality based models and enable more communities to share the control and delivery of services in their area, with libraries still providing the enabling functions and the on-going technical support needed.

Create a culture of joint service responsibility and delivery which supports local communities to co-produce and co-create appropriate local services in response to individual local community issues.

Increase the level of volunteer energy used in the service with focus on the issues and services that are most needed.

Maximise the potential from varied financial agreements and delivery models and create better value for money through initiatives such as shared space agreements, licences for space or agreements to hire space and reduction in running costs.

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Library service offers in Tiers 2-4 (as shown in Recommendation 2) to include increased elements of local ownership and involvement. This could be delivered through greater involvement from local residents or stakeholder groups and will enable the library service to tailor their offers to communities of specific geographies or interest, recognising that one model may not work across the borough. Model approaches for this could include:

Partnership delivery with a local stakeholder and encouraging a local volunteer offer so that local people can play a more active role in their local library and in creating a sense of place.

Local colocations (in and out of library sites) supporting site opening times.

Re-establishing ‘Friends of Library’ volunteer groups to shape content and fundraise for additional resources requirements.

15.9 The focus will be on delivering a balanced offering of walk-in, tailored and direct to customer services and interventions. Contributions to Medium Term Financial Strategy and Stronger Communities Priorities

15.10 The service has an MTFS savings target of £100,000 in 2018/19 and £100,000 2019/20 with an unknown level of savings beyond this date.

15.11 In addition to the MTFS savings the service has an annual 2% increase in its current income target of £84,520. The Task & Finish Group acknowledged that this income target reduces the ability of local community groups to utilise library space and creates an additional pressure.

15.12 A review of all library income targets would support the future ambition of the Library Service so that barriers to access by organisations and individuals that assist in the delivery of library offers could be removed.

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